Annual Report 2019

Standing Strong
into the Future

Kokoh berdiri menuju masa depan
Laporan Tahunan 2019 Annual Report
Standing Strong
into the Future
Kokoh berdiri menuju masa depan
Dalam kondisi yang penuh dengan tantangan, Garuda Indonesia In such full of challenge conditions, Garuda Indonesia remains
tetap optimis menatap masa depan dengan menetapkan arah optimistic about the future by setting the direction of Quick
strategi Quick Wins dan nilai “One Family, One Nation, One Wins strategy and value of “One Family, One Nation, One Garuda
Garuda Indonesia” dalam mengelola Perseroan. Melalui strategi Indonesia” in managing the Company. Through these strategies,
tersebut Garuda Indonesia berfokus kepada: Garuda Indonesia focuses on:
1. Corporate Culture Transformation through the Development 1. Corporate Culture Transformation through the Development
of People, Process, and Technology. of People, Process, and Technology.
2. Revenue Enhancement. 2. Revenue Enhancement.
3. Redefine Cost Structure Based on Shared Service Organization. 3. Redefine Cost Structure Based on Shared Service Organization.
Hal tersebut menjadi dasar yang kuat bagi Garuda Indonesia untuk These strategies have become the strong basis for Garuda
berkembang dan berekspansi di tahun-tahun selanjutnya. Pengelolaan Indonesia to develop and expand in the subsequent years. The
bisnis di tahun 2019 juga diperkuat dengan adanya nilai One Family, business management in 2019 was also strengthened by values
One Nation, One Garuda Indonesia sehingga Garuda Indonesia terus of One Family, One Nation, One Garuda Indonesia so that Garuda
dapat memberikan pelayanan terbaik bagi Indonesia. Indonesia can continue to provide the best service for Indonesia.
Secara berkelanjutan Garuda Indonesia terus memberikan layanan On an ongoing basis, Garuda Indonesia continues to provide the
terbaik, terbukti dengan capaian The Best on Time Performance best service, proven by the achievement of The Best on Time
(OTP) sebagai five star airline dengan nilai OTP tertinggi di dunia Performance (OTP) as a five-star airline with the highest OTP value
serta tetap menjaga kesehatan Perseroan dengan mempertahankan in the world while maintaining the Company’s soundness by keeping
aspek keuangan yang baik dan terus mengembangkan bisnis baru good financial aspects and continuing to develop new businesses
sebagai revenue generator ditengah kondisi yang sangat menantang. as revenue generators in the middle of very challenging conditions.
Garuda Indonesia juga melaksanakan program-program kerja utama Garuda Indonesia also implements key work programs to develop
untuk mengembangkan pendapatan di luar bisnis penerbangan, revenue beyond the aviation business, so that it becomes a strong
sehingga menjadi dasar yang cukup kuat bagi Garuda Indonesia foundation for Garuda Indonesia to develop and expand in the
untuk berkembang dan berekspansi pada periode selanjutnya. next period. Developing end-to-end cargo service business,
Melakukan pengembangan bisnis layanan cargo end-to-end yaitu which is an integrated cargo service for customers, optimizing
layanan kargo yang terintegrasi untuk pelanggan, mengoptimalkan business loyalty, and forming multiple joint ventures through a
bisnis loyalty, dan membentuk multiple joint venture melalui anak subsidiary, Garuda Maintenance Facility (GMF).
usaha Garuda Maintenance Facility (GMF).
KESINAMBUNGAN TEMA
KESINAMBUNGAN
Theme Continuity TEMA
Theme Continuity
One Family, One Nation, One Garuda Indonesia

Maskapai Garuda Indonesia berhasil memperkokoh posisinya sebagai maskapai penerbangan
kebanggaan Indonesia dengan reputasi berkelas dunia. Melalui dedikasi, kerja keras dan
loyalitas tanpa batas, Garuda Indonesia terus ‘terbang’ tinggi mengukir prestasi terbaiknya.
Pencapaian Garuda Indonesia ini tidak hanya merepresentasikan pencapaian Garuda

Indonesia sebagai maskapai penerbangan kelas dunia, melainkan juga menjadi representasi
kesuksesan konsep layanan keramahtamahan Indonesia di kancah global, sekaligus
memperkuat citra Indonesia di mata dunia.
Melanjutkan kesuksesan sebelumnya, di tahun 2018 Garuda Indonesia berhasil pula

mempertahankan reputasinya sebagai maskapai berlabel “Bintang 5” dari Skytrax, lembaga
pemeringkat penerbangan global independen yang berbasis di Inggris. Pencapaian predikat
“Maskapai Bintang 5” tersebut diterima Garuda Indonesia sejak tahun 2014 lalu.
Di tengah tantangan kinerja operasional yang terus dimaksimalkan perusahaan, capaian

Garuda Indonesia ini menjadi wujud nyata upaya perusahaan dalam mempertahankan
kualitas layanan bintang 5 yang tentunya menjadi komitmen dan landasan utama Garuda
Indonesia dalam memberikan layanan terbaik bagi pengguna jasa khususnya melalui
konsep layanan “Garuda Indonesia Experience” yang mengedepankan keramahtamahan
khas “Indonesian Hospitality” Garuda Indonesia sendiri tidak ingin berpuas diri. Dengan
mengusung semangat “One Family, One Nation, One Garuda Indonesia”, seluruh insan
Garuda Indonesia berkomitmen untuk terus ‘terbang’ tinggi mencatatkan prestasi terbaiknya,
baik di tingkat regional maupun Internasional yang dicintai dan menjadi kebanggaan
masyarakat Indonesia. Komitmen ini tentunya sejalan dengan tema Laporan Tahunan
yang diusung pada Tahun 2018 yakni “One Family, One Nation, One Garuda Indonesia”.
One Family, One Nation, One Garuda Indonesia

Garuda Indonesia airline has successfully strengthened its position as Indonesia’s proud
airline with a world-class reputation. Through dedication, hard work, and unlimited loyalty,
Garuda Indonesia continues to ‘fly’ high to make its best achievements.
Garuda Indonesia’s achievements do not only represent the achievement of Garuda

Indonesia as a world-class airline, but also represent the success of the concept of
Indonesian hospitality services in the global arena while strengthening Indonesia’s image
in the eyes of the world.
Continuing its previous success, in 2018 Garuda Indonesia managed to maintain its
reputation as a “5 Star” labeled airline from Skytrax, an independent global aviation
rating agency based in the UK. The “5 Star Airline” title has been received by Garuda
Indonesia since 2014.
In the midst of the Company’s ongoing operational challenges, Garuda Indonesia’s

achievements are a tangible manifestation of the Company’s efforts to maintain 5-star
service quality which is certainly a commitment and main foundation of Garuda Indonesia
in providing the best service for service users, especially through the “Garuda Indonesia
Experience” service concept that put forward the typical hospitality of “Indonesian
Hospitality”. Garuda Indonesia itself does not want to be complacent. By carrying out
the spirit of “One Family, One Nation, One Garuda Indonesia”, all personnel of Garuda
Indonesia are committed to continuing to ‘fly’ high to record their best, both regionally
and internationally, who are loved and become the pride of the people of Indonesia. This
commitment is certainly in line with the theme of the Annual Report carried out in 2018,
namely “One Family, One Nation, One Garuda Indonesia”.
.
4 Standing Strong into the Future Laporan Tahunan 2019

KESINAMBUNGAN TEMA
Theme Continuity
Bringing Indonesian Hospitality to the World

Tema ini menunjukkan resistensi Garuda Indonesia sebagai tim yang satu, kuat serta solid dalam
mengimplementasikan “Value Driven Aviation Group, Bringing Indonesian Hospitality to The World”.
Kelima personel di cover masing-masing mewakili integrasi dari semua elemen kegiatan
operasional Garuda Indonesia Group. Kelima personel tersebut merupakan cerminan integritas
tinggi dan satu komitmen Garuda Indonesia Group yang melangkah bersama dan membawa
Indonesian hospitality ke dunia. Standardisasi tersebut merupakan tolok ukur Perseroan dalam
mewujudkan layanan transportasi udara yang mampu bersinergi dan berintegrasi terhadap
seluruh aspek Perseroan demi kemajuan yang berkesinambungan.
Bringing Indonesian Hospitality to the World

The theme represents Garuda Indonesia’s resistance as a strong and solid team in implementing
“Value Driven Aviation Group, Bringing Indonesian Hospitality to the World”.
The five personnel on cover represent the integration of all elements of Garuda Indonesia Group’s
operational activities. These five personnel are a reflection of high integrity and a commitment of
Garuda Indonesia Group that stride together and brought Indonesian hospitality to the world. Such
standardization is the benchmark of the Company in realizing the air transportation services that are
able to synergize and integrate on all aspects of the Company for sustainable progress.
Thousand Hands Beyond Excellence

Di tahun 2016, Garuda Indonesia menetapkan “Sky Beyond” sebagai Rencana Jangka Panjang
Perusahaan (RJPP) periode tahun 2016-2020. Diharapkan melalui penerapan “Sky Beyond”
yang didukung oleh ribuan tangan insan Garuda Indonesia, maka Garuda Indonesia dapat
memberikan nilai lebih dari sekedar unggul terutama dengan menjadikan layanan sebagai
kekuatan kompetitif yang utama.
Thousand Hands Beyond Excellence

In 2016, Garuda Indonesia set “Sky Beyond” as the Company’s Long-Term Plan for the period of
2016 - 2020. Through the implementation of “Sky Beyond” that is supported by the thousand
hands of Garuda Indonesia’s people, it is expected that Garuda Indonesia could deliver added
values beyond excellence, especially by making service as a major competitive strength.
Caring with Passion to Serve

Bagi Garuda Indonesia, tahun 2015 adalah tahun yang kondusif di mana strategi akselerasi
pertumbuhan melalui keunggulan layanan (service excellence) sekali lagi mengantarkan Garuda
Indonesia melangkah maju di tengah tantangan.
Pada tahun ini, Garuda Indonesia kembali menerima penghargaan sebagai “The World’s Best
Cabin Crew” dan menjadi salah satu dari “Top Ten Airlines” dari Skytrax. Rangkaian pencapaian
ini menjadikan Garuda Indonesia selangkah lebih dekat menuju perusahaan penerbangan yang
berbasis teknologi tinggi dan menawarkan layanan unggul dengan unsur human touch bagi
pelanggannya (Caring with Passion to Serve).
Caring with Passion to Serve

For Garuda Indonesia, year 2015 has been a year of accomplishments. Growth acceleration
strategy through service excellence once again allowed Garuda Indonesia to march forward in
challenging times.
This year, Garuda Indonesia won another “The World’s Best Cabin Crew” and one of the “Top
Ten Airlines” from Skytrax. The positive accomplishments have in fact, brought Garuda Indonesia
closer towards becoming a high technology airline company and to offer superior services with
an element of human touch to its customers (Caring with Passion to Serve).
Annual Report 2019 PT Garuda Indonesia (Persero) Tbk 5

DAFTAR ISI
DAFTAR ISI
Table of Contents
Table of Contents
KESINAMBUNGAN TEMA
4
Theme Continuity
DAFTAR ISI
6
Table of Contents
SEKILAS TENTANG PERUSAHAAN
10
The Company at a Glance
JEJAK LANGKAH
12
Milestones
KEUNGGULAN KAMI
14
Our Advantages
PENCAPAIAN KINERJA
Laporan Manajemen
16
Achievement
02 Management Report
LAPORAN DEWAN KOMISARIS
38
Board of Commissioners Report
LAPORAN DIREKSI
50
Board of Directors Report
TANGGUNG JAWAB ATAS LAPORAN TAHUNAN 2019
66
Responsibility for 2019 Annual Report
Kilas Kinerja
01 Performance Highlights
IKHTISAR DATA KEUANGAN PENTING
20
Important Financial Data Highlights
LAPORAN ANALIS PERUSAHAAN
31
Corporate Analysis Report
PERISTIWA PENTING DI TAHUN 2019
Profil Perusahaan
32
Significant Events in 2019
03 Company Profile
INFORMASI PERUSAHAAN
70
Corporate Information
LOGO PERUSAHAAN
72
Corporate Logo
RIWAYAT SINGKAT PERUSAHAAN
73
Company Brief History
BIDANG USAHA
75
Line of Business
PENGEMBANGAN ARMADA
76
Fleet Development
PROFIL ARMADA
78
Fleet Profile

DAFTAR ISI
Table of Contents
PETA WILAYAH USAHA NAMA DAN ALAMAT ENTITAS ANAK, ENTITAS CUCU,
80
Business Area Map ENTITAS ASOSIASI, KANTOR CABANG DAN LAINNYA
133
STRUKTUR ORGANISASI Name and Address of Subsidiaries, Second-Tier Subsidiaries,
84 Associated Entity, Branch Offices, and Others
Organizational Structure
VISI, MISI, DAN BUDAYA PERUSAHAAN INFORMASI PADA WEBSITE
86 142
Vision, Mission, and Corporate Culture Information on Website
PROFIL DEWAN KOMISARIS PENDIDIKAN DAN/ATAU PELATIHAN DEWAN KOMISARIS,

87 DIREKSI, KOMITE-KOMITE, SEKRETARIS PERUSAHAAN, DAN
Board of Commissioners Profile
UNIT AUDIT INTERNAL
PROFIL DIREKSI 144
92 Education and/or Training Board of Commissioners, Board of
Board of Directors Profile Directors, Committees,
Corporate Secretary and Internal Audit Unit
PROFIL SENIOR EKSEKUTIF
100
Executive Officers Profile
PROFIL DAN PENGEMBANGAN KOMPETENSI PEGAWAI
103
Employees Profile and Competence Development
KOMPOSISI PEMEGANG SAHAM
107
Shareholders Composition
DAFTAR ENTITAS ANAK, ENTITAS CUCU,
DAN/ATAU ENTITAS ASOSIASI
110
List of Subsidiaries, Second-Tier Subsidiaries, and/or
Associated Entity
STRUKTUR GRUP PERUSAHAAN
118
Company Group Structure
KRONOLOGI PENERBITAN SAHAM
120
Chronology of Share Listing
KRONOLOGI PENERBITAN DAN/ATAU PENCATATAN
121 OBLIGASI Analisis dan
Chronology of Bond Issuance and/or Listing
KRONOLOGI PENERBITAN DAN/ATAU
04 Pembahasan Manajemen
122 PENCATATAN EFEK LAINNYA
Management Discussion and Analysis
Chronology of Other Securities Issuance and/or Listing TINJAUAN PEREKONOMIAN
154
Economic Overview
NAMA & ALAMAT LEMBAGA DAN/ATAU
128 PROFESI PENUNJANG TINJAUAN OPERASIONAL
Name and Address of Institution and/or Supporting Profession 161
Operational Overview
PENGHARGAAN DAN SERTIFIKASI TINJAUAN KEUANGAN
130 212
Award and Certification Financial Review

DAFTAR ISI
Table of Contents
Tinjauan Penunjang Bisnis Tata Kelola Perusahaan

05 Overview on Business Supports 06 Good Corporate Governance
SUMBER DAYA MANUSIA DASAR PENERAPAN TATA KELOLA PERUSAHAAN
306 330
Human Resources Basis of Corporate Governance Implementation
STRATEGI MANAJEMEN SUMBER DAYA MANUSIA TUJUAN PENERAPAN TATA KELOLA PERUSAHAAN
307 332
Human Resources Management Strategy Purpose of Application of Corporate Governance
PENGEMBANGAN ORGANISASI IMPLEMENTASI PINSIP-PRINSIP TATA KELOLA PERUSAHAAN
308 333
Organizational Development Implementation of Corporate Governance Principles
PROFIL DIVISI SUMBER DAYA MANUSIA KOMITMEN PERSEROAN DALAM
309
Human Resources Division Profile PENERAPAN TATA KELOLA PERUSAHAAN
335
Company’s Commitment in The Implementation of Corporate
MANAJEMEN SUMBER DAYA MANUSIA Governance
310
Human Resource Management
STRUKTUR DAN MEKANISME TATA KELOLA PERUSAHAAN
INTERNALISASI BUDAYA PERSEROAN 338
318 Corporate Governance Structure and Mechanism
Internalization of Culture Company
PROGRAM PELAPORAN HARTA KEKAYAAN
TEKNOLOGI INFORMASI 530
322 Property Reporting Program
Information Technology
PENERAPAN PEDOMAN TATA KELOLA PERUSAHAAN
STRATEGI PENGEMBANGAN TEKNOLOGI INFORMASI 531 TERBUKA
323
Information Technology Development Strategy Application of Open Governance Guidelines
STRUKTUR PENGELOLA TEKNOLOGI INFORMASI
325
Information Technology Management Structure
KEBIJAKAN TEKNOLOGI INFORMASI
326
Information Technology Policy
MANAJEMEN TEKNOLOGI INFORMASI
326
Information Technology Management
RENCANA PENGEMBANGAN TEKNOLOGI INFORMASI KE
327 DEPAN
Plan for Information Technology Development

DAFTAR ISI
Table of Contents
Tanggung Jawab Sosial Perusahaan LAPORAN KEUANGAN

07 Corporate Social Responsibility 08 Financial Report
TATA KELOLA TANGGUNG JAWAB SOSIAL LAPORAN KEUANGAN
538 588
Governance of Social Responsibilities Financial Report
TANGGUNG JAWAB SOSIAL REFERENSI PERATURAN OJK
712
550 PERUSAHAAN TERKAIT DENGAN HAK ASASI MANUSIA OJK Reference
Corporate Social Responsibilities Related to Human Rights
KRITERIA ANNUAL REPORT AWARD
725
TANGGUNG JAWAB SOSIAL PERUSAHAAN Annual Report Award Criteria
553 TERKAIT DENGAN OPERASI ADIL
Corporate Social Responsibilities Related to Fair Operations
TANGGUNG JAWAB SOSIAL PERUSAHAAN TERKAIT
557 DENGAN LINGKUNGAN HIDUP
Corporate Social Responsibilities Related to The Environment
DENGAN KETENAGAKERJAAN, KESEHATAN DAN
564 KESELAMATAN KERJA
Corporate Social Responsibilities Related to Labor, Health and
Safety
DENGAN TANGGUNG JAWAB KEPADA KONSUMEN
572
Corporate Social Responsibility Related to Consumer
Responsibilities
DENGAN PENGEMBANGAN SOSIAL KEMASYARAKATAN
577
Corporate Social Responsibilities Related to Community Social
Development

Sekilas Tentang Perusahaan
Sekilas
The CompanyTentang
at A Glance Perusahaan
The Company at A Glance
Pemegang Saham:
Pemerintah Negara
Republik Indonesia (60,54%)
PT Trans Airways (25,62%)
Publik (13,84%)
Shareholders:
Government of Republic of
Indonesia (60.54%)
PT Trans Airways (25.62%)
Public (13.84%)
Jumlah Armada:
210 Armada
Total Fleets:
210 Fleets

Sekilas Tentang Perusahaan
The Company at A Glance
Entitas Anak:
PT Aero Wisata
PT Sabre Travel Network
Indonesia
PT Garuda Maintenance Facility
Aero Asia Tbk
PT Aero Systems Indonesia
PT Citilink Indonesia
PT Gapura Angkasa*
Garuda Indonesia Holiday France
Subsidiaries:
PT Aero Wisata
PT Sabre Travel Network
Indonesia
PT Garuda Maintenance Facility
Aero Asia Tbk
PT Aero Systems Indonesia
PT Citilink Indonesia
PT Gapura Angkasa*
Garuda Indonesia Holiday France
*) Tidak dikonsolidasi sejak 1 Desember 2019

*) Deconsolidated since 1 December 2019
Destinasi
Penerbangan:
22 Internasional
48 Domestik Bidang Usaha:
Jasa Angkutan Udara
Flight Destinations: Niaga
22 International
48 Domestic Line of Business:
Commercial Air
Transportation Services

JEJAK LANGKAH
JEJAK
Milestones LANGKAH
Milestones
MARET
Garuda Indonesia bergabung dengan
aliansi global SkyTeam.
MARCH
Garuda Indonesia joins the SkyTeam global 2014 2015
alliance.
2016 2016
SEPTEMBER
DESEMBER Garuda Indonesia diakui
Garuda Indonesia secara resmi
meluncurkan rute Jakarta ke London Garuda Indonesia menerima 2018 sebagai Maskapai
penghargaan ‘The World’s Most Bintang 5.
melalui Amsterdam, yang merupakan
satu-satunya rute langsung dari Indonesia Loved Airline (Maskapai Paling Garuda Indonesia is
ke Eropa. Dicintai di Dunia)’ dari Skytrax. recognised as a 5-Star.
SEPTEMBER DECEMBER
Garuda Indonesia officially launches its Garuda Indonesia receives ‘The
Jakarta to London via Amsterdam route, the World’s Most Loved Airline” award
only direct route from Indonesia to Europe. from Skytrax.
OKTOBER
Garuda Indonesia meluncurkan
penerbangan Jakarta-London
non-stop.
OCTOBER
Garuda Indonesia launches its non-
2017 stop Jakarta–London flight.
2012
Garuda Indonesia mulai
mengoperasikan pesawat
Bombardier CRJ1000
2013 NextGen baru yang ramah
lingkungan dan hemat
Garuda Indonesia mulai mengoperasikan pesawat turboprop ATR 72-600 untuk meningkatkan bahan bakar.
konektivitas antara daerah-daerah terpencil di Indonesia. Garuda Indonesia menjadi maskapai pertama Garuda Indonesia begins
di Indonesia yang mengoperasikan Boeing 777-300ER, dan memperkenalkan layanan Kelas Satu. operation of its new
Garuda Indonesia begins operation of its ATR 72-600 turboprop aircraft to improve connectivity between Environmentally friendly and
remote areas of the country. Garuda Indonesia becomes the first airline in Indonesia to operate the Boeing fuel-efficient Bombardier
777-300ER, and introduces its First-Class service. CRJ1000 NextGen aircraft.
1982
1955
Penerbangan haji
pertama Garuda
Garuda Indonesia menjadi penggagas konsep
Kokpit Hanya Dua Awak (Forward-Facing Crew 1984
Indonesia ke Mekah. Cockpit) di dunia dengan Airbus A300-B4.
Garuda Indonesia’s first Garuda Indonesia become the initiator of the Garuda Indonesia menjadi
hajj flight to Mecca. Forward-Facing Crew Cockpit concept in the salah satu maskapai
world with the Airbus A300-B4. penerbangan terbesar di
Asia yang mengoperasikan
armada pesawat jet terbesar
Garuda Indonesia (termasuk Fokker 28).
1949 1976 mulai mengoperasikan Garuda Indonesia becomes
Penerbangan perdana pesawat berbadan lebar one of the largest airlines in
Garuda Indonesia. pertamanya yaitu DC-10. Asia, operating the largest
Garuda Indonesia begins fleet of jet planes (including
The inaugural flight of the Fokker 28).
Garuda Indonesia. operation of its first wide-
body aircraft, the DC-10.

JEJAK LANGKAH
Milestones
2013 2014
2014 2015
2015 2016
2017 2017 2019
GA terpilih sebagai Top Garuda Indonesia menerima Garuda Indonesia mendapat penghargaan sebagai
2018 10 Global Airlines (10 2018 penghargaan ‘The World’s Best five star airline dengan predikat The Best on
Besar Maskapai Top Cabin Crew (Awak Kabin Terbaik Time Performance (OTP) di dunia. Sesuai dengan
Dunia) versi Skytrax. di Dunia)’ dari Skytrax selama penghargaan yang resmi diberikan oleh Official
GA was chosen as the Top lima tahun berturut-turut. Airlline Guide Flight View pada 27 Juni 2019.
10 Global Airlines, the Garuda Indonesia receives Garuda Indonesia achieved The Best On Time
Skytrax version. ‘The World’s Best Cabin Crew’ Performance (OTP) of five star airline in the World
award from Skytrax for the five- according to the official award given by the Official
consecutive year. Airline Flight Guide View on June 27, 2019.
FEBRUARI Program penyegaran merek identitas

Garuda Indonesia menjadi perusahaan terbuka dengan perusahaan yang dilakukan sejak 2009
mendaftarkan sahamnya di Bursa Efek Indonesia (BEI). merupakan elemen dari transformasi
FEBRUARY bisnis Garuda Indonesia yang sedang
Garuda Indonesia becomes a public company, registering its berlangsung. Garuda Indonesia
shares on the Indonesian Stock Exchange (BEI). memperkenalkan konsep layanan ‘Garuda
Indonesia Experience’ dan menerapkannya
pada pesawat baru termasuk pesawat
2011 Airbus A330-200 dan Boeing
737-800NG, yang dilengkapi dengan
hiburan dalam penerbangan yaitu Audio
2009 Video on Demand (AVoD).
The corporate identity brand refresh program,
2010 undertaken since 2009, represents an element
of the on-going business transformation of
Garuda Indonesia dinobatkan sebagai ‘4-Star Garuda Indonesia. Garuda Indonesia introduces
Airline’ (Maskapai Bintang 4) dan “The World’s the ‘Garuda Indonesia Experience’ service
Most Improved Airline” (Maskapai Terbaik dari Segi concept and apply it to new aircraft, including
Pengembangan Layanan) oleh Skytrax. the Airbus A330-200 and Boeing 737-800NG,
Garuda Indonesia is recognized as a ‘4-Star Airline’ and complete with Audio Video on Demand (AVoD)
‘The World’s Most Improved Airline’ by Skytrax. in-flight entertainment.
Garuda Indonesia mulai mengoperasikan

pesawat berbadan lebar terbesar pada
tahun 1990-an yaitu Boeing 747-400.
Garuda Indonesia begins operation of the
biggest widebody aircraft of the 1990s, the
Boeing 747-400.
1994
1985 2008
Garuda Indonesia mulai Garuda Indonesia menerima sertifikasi IATA
menggunakan logo ‘Simbol Operational Safety Audit (IOSA) yaitu sertifikasi
Burung Modern’ yang masih keamanan dan keselamatan penerbangan global yang
digunakan hingga saat ini. diakui secara internasional.
Garuda Indonesia begins using Garuda Indonesia receives IATA Operational Safety Audit
the ‘Modern Bird Symbol’ logo (IOSA) certification, an internationally accredited global
that is still used today. certification for flight safety and security.

KEUNGGULAN KAMI
KEUNGGULAN
Our Advantages KAMI
Our Advantages
ARMADA YANG DIMILIKI GARUDA GARUDA INDONESIA FLEETS

INDONESIA
Per Desember 2019, total armada yang dimiliki oleh Garuda As per December 2019, the total fleet owned by Garuda
Indonesia berjumlah 210 armada, yang terdiri dari 105 Indonesia was 210 fleets, consisting of 105 narrow-body
pesawat narrow-body, 37 pesawat wide-body dan 68 aircrafts, 37 wide-body aircrafts, and 68 aircrafts operate
pesawat beroperasi di Citilink dengan rata-rata umur at Citilink with average age of 7.54 years. Aside from
pesawat 7,54 tahun. Selain dari segi brand dan jumlah brand and fleet size, Garuda Indonesia also has strengths
armada, Garuda Indonesia juga memiliki kekuatan dari in several aspects that can be the advantages and selling
beberapa aspek yang dapat menjadi daya juang dan jual point of Garuda Indonesia to provide positive performance,
Garuda Indonesia untuk memberikan kinerja yang positif among others, related to the Organization (Management
antara lain terkait dengan Organisasi (Tim Manajemen) Team) and IOSA (IATA Operation Safety Audit). Garuda
dan IOSA (IATA Operation Safety Audit). Garuda Indonesia Indonesia is an airline company that has IOSA certificate
merupakan salah satu perusahaan penerbangan yang and is supported by the best airline business entities system
memiliki sertifikat IOSA dan didukung dengan system in Indonesia. Furthermore, cooperation between units is
business entities airline terbaik di Indonesia. Kemudian, getting better, employees with qualified capabilities and
kerjasama antar unit yang semakin baik, karyawan dengan competencies will bring Garuda Indonesia to achieve the
kapabilitas dan kompetensi yang mumpuni membawa Garuda Company goals.
Indonesia dapat mencapai tujuan Perseroan.
DUKUNGAN STRATEGIC BUSINESS UNIT SUPPORT FROM STRATEGIC BUSINESS

(SBU) DAN ENTITAS ANAK UNIT (SBU) AND SUBSIDIARIES
Dalam menjalankan bisnisnya, Garuda Indonesia didukung In running its business, Garuda Indonesia is supported
oleh SBU dan Entitas Anak yang terdiri dari SBU Loyalty and by SBU and its subsidiaries which consist of SBU Loyalty
Ancillary Revenue dan Umrah and Hajj serta Entitas Anak baik and Ancillary Revenue and Umrah and Hajj, as well as its
dalam bidang aviasi maupun non aviasi. Dalam perusahaan subsidiaries in aviation and non-aviation fields. In aviation
bidang aviasi, Garuda Indonesia Grup memiliki perusahaan sector, Garuda Indonesia Group has Garuda Indonesia,
Garuda Indonesia, GMF AeroAsia, dan Citilink. Sedangkan GMF AeroAsia, and Citilink. In non-aviation sector, Garuda
untuk perusahaan bidang non aviasi Garuda Indonesia Indonesia Group has Aerowisata, Asyst, Sabre Travel Network
Grup memiliki perusahaan Aerowisata, Asyst, Sabre Travel Indonesia, Gapura Angkasa and Garuda Indonesia Holiday
Network Indonesia, Gapura Angkasa dan Garuda Indonesia France. Each subsidiary cooperates in supporting Garuda
Holiday France. Dimana tiap Entitas Anak bekerjasama dalam Indonesia’s development.
mendukung pengembangan dari Garuda Indonesia.
BRAND IMAGE GARUDA INDONESIA DI DOMESTIC BRAND IMAGE OF GARUDA

DOMESTIK INDONESIA
Sebagai sebuah grup maskapai penerbangan, Garuda As an airline group, Garuda Indonesia has a strong brand
Indonesia memiliki kekuatan brand yang kuat di pasar image in domestic market. Garuda Indonesia still has a
domestik. Garuda Indonesia masih memiliki image yang positive image in its market segment. In 2019, Garuda
positif di segmen pasarnya. Di tahun 2019, Garuda Indonesia Indonesia was named the best airline in Indonesia in “Trip
dinobatkan sebagai maskapai penerbangan terbaik di Advisor 2019 Travelers Choice Awards” version, organized
Indonesia versi “Trip Advisor 2019 Travelers Choice Awards” by Trip Advisor - the world’s leading travel site.
yang diselenggarakan oleh Trip Advisor - situs perjalanan
terkemuka di dunia.
Selain itu, Garuda Indonesia juga berhasil masuk pada Furthermore, Garuda Indonesia also made it to the achieve
pemeringkatan “The Best Regional Business Class Asia” the rank of “The Best Regional Business Class Asia” and
dan “Travellers Choice Major Airline Asia”. Penghargaan “Travelers Choice Major Airline Asia”. The award was given
tersebut diberikan melalui hasil pengumuman resmi oleh based on the results of an official announcement by Trip
Trip Advisor pada 12 April 2019 lalu setelah merampungkan Advisor on April 12, 2019, after completing a rating survey
survei pemeringkatan maskapai penerbangan terbaik di of the best airlines around the world.
seluruh dunia.

KEUNGGULAN KAMI
Our Advantages
Pada tahun 2019, Garuda Indonesia menjadi The Best on In 2019, Garuda Indonesia became The Best on Time
Time Performance (OTP) sebagai five star airline dengan nilai Performance (OTP) as a five-star airline with an OTP value
OTP sebesar 91,6% sesuai dengan penghargaan yang resmi of 91.6% in accordance with the official award given by
diberikan oleh Official Airline Guide Flight View pada 27 the Official Airline Guide Flight View on June 27, 2019.
Juni 2019. Selain itu, Garuda yang sedang mengembangkan Furthermore, Garuda, which is developing its cargo business,
bisnis kargo memperoleh penghargaan “The Best Cargo won the “The Best Cargo Airlines for Asia Pacific Sector”
Airlines for Asia pacific Sector” dan “Finalist of Best Airlines and “Finalist of Best Airlines for Europe Sector”, which was
for Europe Sector” yang dinobatkan oleh Indonesia Cargo awarded by the Indonesia Cargo Agent Club on August
Agent Club pada 14 Agustus 2019. 14, 2019.
Penghargaan yang diterima oleh Garuda Indonesia menunjukkan The award received by Garuda Indonesia shows that Garuda
bahwa brand Garuda Indonesia terafiliasi dekat dengan Indonesia brand is closely affiliated with service attributes,
atribut-atribut pelayanan terutama untuk keramah-tamahan especially on Indonesian hospitality. This good image can
khas Indonesia. Citra yang baik ini dapat dimanfaatkan oleh be utilized by Garuda Indonesia Group to dominate the
Garuda Indonesia Grup untuk mendominasi pasar domestik domestic market through Garuda Indonesia brand.
melalui brand Garuda Indonesia.
KUALITAS LAYANAN CABIN CREW SERVICES QUALITY OF GARUDA

GARUDA INDONESIA INDONESIA’S CABIN CREW
Pelayanan Garuda Indonesia selama ini mengunggulkan Garuda Indonesia services have been promoting the
keramahtamahan para cabin crew-nya. Dengan hospitality of the cabin crew. By promoting Indonesian
mengedepankan keramahtamahan khas Indonesia melalui hospitality through the Garuda Indonesia Experience,
Garuda Indonesia Experience, cabin crew Garuda Indonesia Garuda Indonesia’s cabin crew is reflected to be more
tercermin lebih tulus dalam melayani para penumpangnya. sincere in serving the passengers. This spirit becomes
Semangat ini menjadi kekuatan dan keunggulan Garuda Garuda Indonesia’s strength and excellence. This is further
Indonesia. Hal ini semakin dibuktikan dengan penghargaan evidenced by the World’s Best Cabin Crew award given by
World’s Best Cabin Crew yang diberikan oleh Skytrax untuk Skytrax to Garuda Indonesia airlines for five years in a row,
maskapai Garuda Indonesia selama lima tahun berturut- in 2014, 2015, 2016, 2017, 2018, and received second
turut, yaitu tahun 2014, 2015, 2016, 2017, 2018 serta place in 2019.
memperoleh peringkat kedua tahun 2019.
Perbandingan Layanan Garuda Indonesia dengan Kompetitor Internasional

Comparison of Garuda Indonesia Services with International Competitors
Customer Reviews
Legroom
Seat Comfort
In-Flight Entertainment
On Board Experience
Customer Service
Value for Money
Cleanliness
Check-in and Boarding
Food and Beverage

Sumber: https://www.tripadvisor.com (access 23 September 2019) | Source: https://www.tripadvisor.com (accessed on September 23, 2019)

PENCAPAIAN KINERJA
PENCAPAIAN
Achievement KINERJA
Achievement
7,22% 12,63%
Total Aset meningkat sebesar 7,22% menjadi Total Ekuitas meningkat sebesar 12,63% menjadi
USD4,46 miliar di tahun 2019 dibandingkan USD720,62 juta di tahun 2019 dibandingkan tahun
tahun 2018 sebesar USD4,16 miliar. 2018 sebesar USD639,81 juta.
Total Assets increased by 7.22% to USD4.46 Total Equity increased by 12.63% to USD720.62
billion in 2019 compared to USD4.16 billion million in 2019 compared to USD639.81 million
in 2018. in 2018.
Pendapatan Usaha meningkat sebesar

5,59% menjadi USD4,57 miliar di tahun 2019
dibandingkan tahun 2018 sebesar USD4,33 miliar.
5,59%
Operating Revenue increased by 5.59% to USD4.57
billion in 2019 compared to USD4.33 billion in 2018.

PENCAPAIAN KINERJA
Achievement
6,92% 173,84%
Penerbangan Berjadwal meningkat Laba Usaha meningkat sebesar 173,84%
sebesar 6,92% menjadi USD3,77 miliar menjadi USD147,01 juta di tahun
di tahun 2019 dibandingkan tahun 2018 2019 dibandingkan tahun 2018 yang
sebesar USD3,53 miliar. mencatatkan rugi sebesar USD199,11 juta.
Scheduled Flights increased by 6.92% to Operating Income increased by 173.84% to
USD3.77 billion in 2019 compared USD147.01 million in 2019 compared to that
to USD3.53 billion 2018. of 2018 which recorded a loss
of USD199.11 million.

Kilas Kinerja
Performance Highlights
Kilas Kinerja
01 Performance Highlights
20
31
32
IKHTISAR
Important FinancialDATA KEUANGAN PENTING
Data Highlights

Kilas Kinerja
Performance Highlight
IKHTISAR KEUANGAN DAN RASIO FINANCIAL HIGHLIGHTS AND

KEUANGAN FINANCIAL RATIOS
LAPORAN POSISI KEUANGAN KONSOLIDASIAN
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
Uraian 2019 2018*) 2017 2016 2015 Description
ASET ASSETS
ASET LANCAR CURRENT ASSETS
Kas dan Setara Kas 299.348.853 253.074.999 305.717.850 566.003.770 519.972.655 Cash and Cash Equivalents
Kas Dibatasi Penggunaannya 5.651.945 569.923 1.201.095 12.698.969 - Restricted Cash
Piutang Usaha Trade Receivables
Pihak Berelasi 13.884.667 63.702.313 7.738.669 3.716.431 2.318.588 Related Parties
Pihak Ketiga - Setelah Third Parties - Net of
Dikurangi Cadangan 235.971.750 222.795.921 174.683.077 187.579.134 119.209.053 Allowance for Impairment
Penurunan Nilai Loss
Tagihan Bruto kepada Gross Receivables from
98.633.447 123.119.089 46.828.342 - -
Pelanggan Customers
Piutang Lain-Lain 37.666.598 16.694.815 42.993.404 21.172.730 17.581.553 Other Receivables
Persediaan 167.744.331 148.889.021 108.551.047 108.954.457 91.631.231 Inventories
Uang Muka dan Biaya Dibayar
249.803.162 226.885.187 249.279.058 220.275.067 177.104.409 Advances and Prepaid Expenses
Dimuka
Pajak Dibayar Dimuka Prepaid Taxes
Pajak Penghasilan Badan 11.761.518 15.300.558 27.144.415 44.732.744 80.030.516 Corporate Income Tax
Pajak Lain-Lain 13.426.262 8.913.300 - - - Other Taxes
Total Aset Lancar 1.133.892.533 1.079.945.126 986.741.627 1.165.133.302 1.007.848.005 Total Current Assets
ASET TIDAK LANCAR NON-CURRENT ASSETS
Dana Cadangan Pemeliharaan Maintenance Reserve Fund and
1.731.560.436 1.666.138.746 1.506.626.547 1.241.870.703 1.012.753.651
Dan Uang Jaminan Security Deposits
Uang Muka Pembelian Pesawat 183.026.120 172.007.581 172.590.300 169.738.910 204.469.384 Advances for Purchase of Aircraft
Investasi pada Entitas Asosiasi 23.945.705 673.004 511.344 427.479 399.772 Investment in Associates
Properti Investasi 83.957.127 81.155.552 67.433.865 57.772.474 55.390.166 Investment Properties
Aset Pajak Tangguhan 85.066.368 125.685.183 69.511.409 108.493.964 104.990.625 Deferred Tax Assets
Aset Tetap - Bersih 1.143.600.991 936.864.500 900.657.607 926.666.977 867.089.209 Fixed Assets - Net
Aset Tak Berwujud 738.387 1.476.348 3.424.645 4.992.892 4.648.523 Intangible Assets
Beban Tangguhan 598.608 1.130.829 1.210.992 1.307.310 2.193.585 Deferred Charges
Aset Tidak Lancar Lain-Lain 69.289.499 90.397.934 54.583.757 61.165.379 50.228.066 Other Non-Current Assets
Total Aset Tidak Lancar 3.321.783.241 3.075.529.677 2.776.550.466 2.572.436.088 2.302.162.981 Total Non-Current Assets
TOTAL ASET 4.455.675.774 4.155.474.803 3.763.292.093 3.737.569.390 3.310.010.986 TOTAL ASSETS
LIABILITAS DAN EKUITAS
LIABILITAS JANGKA PENDEK CURRENT LIABILITIES
Pinjaman Jangka Pendek 984.853.063 1.047.132.765 868.378.784 698.011.118 361.254.270 Short-Term Loans
Utang Usaha Trade Payables
Pihak Berelasi 428.233.049 257.546.118 95.136.627 91.412.955 44.963.436 Related Parties
Pihak Ketiga 258.239.267 217.326.787 142.991.795 129.019.003 104.392.331 Third Parties
Liabilitas Anjak Piutang 54.570.560 109.780.236 - - - Factoring Liabilities
Utang Lain-Lain 45.890.412 122.671.648 43.412.813 35.583.709 49.901.950 Other Payables
Utang Pajak Taxes Payables
Pajak Penghasilan Badan 1.500.235 470.555 - - - Corporate Income Tax
Pajak Lain-Lain 136.085.178 54.785.573 44.736.078 39.458.951 80.997.046 Other Taxes
Akrual 236.284.494 235.211.525 202.761.501 197.983.396 181.042.507 Accruals
Pendapatan Diterima Dimuka 200.141.599 259.933.261 253.439.521 229.846.173 176.531.019 Unearned Revenue
Uang Muka Diterima 106.982.911 76.081.320 36.963.563 30.932.877 24.549.496 Advances Received

LAPORAN POSISI KEUANGAN KONSOLIDASIAN

CONSOLIDATED STATEMENT OF FINANCIAL POSITION
Liabilitas Jangka Panjang yang Current Maturities of Long-Term
Jatuh Tempo dalam Satu Tahun: Liabilities:
Pinjaman Jangka Panjang 141.779.239 25.536.141 64.001.397 61.696.994 103.936.071 Long-Term Loans
Liabilities for Employee
Liabilitas Imbalan Kerja 14.858.629 10.450.074 - - -
Benefit
Liabilitas Sewa Pembiayaan 52.533.237 66.681.711 13.801.586 22.311.219 15.125.233 Finance Lease Liabilities
Liabilitas Estimasi Biaya
Estimated Liability for Aircraft
Pengembalian dan 70.990.245 56.067.107 18.045.272 27.319.726 53.155.762
Return and Maintenance Cost
Pemeliharaan Pesawat
Utang Obligasi 498.996.741 496.845.180 147.320.207 - - Bonds Payable
Pinjaman Efek Beragun Aset 25.897.408 24.876.000 - - - Asset-backed securitisation loan
Total Liabilitas Jangka Pendek 3.257.836.267 3.061.396.001 1.921.846.147 1.563.576.121 1.195.849.121 Total Current Liabilities
LIABILITAS JANGKA PANJANG NON-CURRENT LIABILITIES
Liabilitas Jangka Panjang -
Long-Term Liabilities - net of
Setelah Dikurangi Bagian yang
current maturities:
Jatuh Tempo Dalam Satu Tahun:
Pinjaman Jangka Panjang 1.597.426 77.536.546 60.355.645 132.418.213 133.022.468 Long-Term Loans
Asset-backed securitisation
Pinjaman Efek Beragun Aset 77.692.229 99.504.000 - - -
loan
Liabilitas Sewa Pembiayaan 35.340 168.387 66.893.867 138.588.227 106.055.960 Finance Lease Liabilities
Estimated Liability for Aircraft
Pengembalian dan 241.281.636 124.895.098 101.346.802 86.550.585 69.448.854
Return and Maintenance Cost
Utang Obligasi - - 494.707.567 641.041.165 635.947.442 Bonds Payable
Liabilitas Pajak Tangguhan 939.520 788.664 1.685.345 2.055.561 1.661.989 Deferred Tax Liabilities
Liabilitas Imbalan Kerja 107.396.582 110.056.816 133.234.790 116.009.808 177.519.224 Liabilities for Employee Benefits
Liabilitas Tidak Lancar Lainnya 48.273.883 41.322.735 45.752.730 47.432.491 39.782.743 Other Non-Current Liabilities
Total Liabilitas Jangka Panjang 477.216.616 454.272.246 903.976.746 1.164.096.050 1.163.438.680 Total Non-Current Liabilities
TOTAL LIABILITAS 3.735.052.883 3.515.668.247 2.825.822.893 2.727.672.171 2.359.287.801 TOTAL LIABILITIES
EKUITAS EQUITY
Modal Saham – Nilai Nominal
Share Capital - Rp459 Par Value
Rp459 Per Saham untuk Saham
Per Share for Series A Dwiwarna
Seri
Share and Series B Shares
A Dwiwarna dan Saham Seri B
Authorized Capital - 1 of
Modal Dasar · 1 Saham Seri A
1.310.326.950 1.310.326.950 1.310.326.950 1.309.433.569 1.309.433.569 Series A Dwiwarna Share and
Dwiwarna dan 29.999.999.999
29,999,999,999 Series B Shares
Saham Seri B
Issued and Paid-up Capital - 1
Modal Ditempatkan dan Disetor
Series A Dwiwarna Share and
– 1 Saham Seri A Dwiwarna dan
25,886,576,253 Series B Shares
25.886.576.253 Saham Seri B
Tambahan Modal Disetor 13.753.694 23.526.520 23.526.520 (33.948.489) (33.948.489) Additional Paid-in Capital
Opsi Saham - - - 2.770.970 2.770.970 Stock Option
Saldo Laba (defisit) Retained Earnings (deficit)
Defisit Sebesar USD Deficit amounting to
1.385.459.977 pada Tanggal 1 USD1,385,459,977 as of 1
Januari 2012 telah Dieliminasi January 2012 was Eliminated in
dalam Rangka Kuasi- Connection with
Reorganisasi Quasi Reorganization
-Dicadangkan 6.081.861 6.081.861 6.081.861 6.081.861 6.081.861 -Appropriated
-Belum Dicadangkan (675.420.686) (680.863.327) (449.484.287) (221.069.730) (220.046.387) -Unappropriated
Penghasilan Komprehensif Lain 40.255.513 (60.455.573) 4.330.661 (70.462.233) (130.770.768) Other Comprehensive Income
Ekuitas yang dapat Diatribusikan Equity Attributable to Owners of
694.997.332 598.616.431 894.781.705 992.805.948 933.520.756
kepada Pemilik Entitas Induk the Parent
Kepentingan non-Pengendali 25.625.559 41.190.125 42.687.495 17.091.271 17.202.429 Non-controlling interests
TOTAL EKUITAS 720.622.891 639.806.556 937.469.200 1.009.897.219 950.723.185 TOTAL EQUITY
TOTAL LIABILITAS DAN TOTAL LIABILITIES AND
4.455.675.774 4.155.474.803 3.763.292.093 3.737.569.390 3.310.010.986
EKUITAS EQUITY
*) Disajikan kembali
*) Restated

Kilas Kinerja
LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN

CONSOLIDATED STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
PENDAPATAN USAHA OPERATING REVENUES
Penerbangan Berjadwal 3.773.399.072 3.529.322.999 3.401.980.804 3.279.806.762 3.208.469.733 Scheduled Airline Services
Penerbangan Tidak Berjadwal 249.906.152 266.866.623 301.498.970 192.145.848 261.899.138 Non-scheduled Airline Services
Lainnya 549.332.859 534.251.439 473.846.007 391.968.955 344.620.874 Others
Total 4.572.638.083 4.330.441.061 4.177.325.781 3.863.921.565 3.814.989.745 Total
BEBAN USAHA OPERATING EXPENSES
Beban Operasional Penerbangan 2.549.469.922 2.737.601.890 2.478.025.975 2.187.316.263 2.190.607.282 Flight Operations Expenses
Beban Pemeliharaan dan
538.046.403 566.803.802 429.361.211 393.308.458 376.500.961 Maintenance and Repairs Expenses
Perbaikan
Beban Bandara 385.298.616 404.718.544 382.651.073 334.047.207 301.880.822 User Charges and Station Expenses
Beban Tiket, Penjualan dan Ticketing, Sales, and Promotion
342.771.452 296.889.881 323.723.174 310.187.732 309.608.281
Promosi Expenses
Beban Pelayanan Penumpang 271.817.792 291.948.721 298.973.443 286.289.766 270.750.084 Passenger Services Expenses
General and Administrative
Beban Administrasi dan Umum 249.984.716 224.181.523 265.808.770 226.797.925 224.907.111
Expenses
Beban Operasional Hotel 31.980.015 31.474.431 26.125.254 28.180.038 29.698.564 Hotel Operation Expenses
Transportation Operations
Beban Operasional Transportasi 29.440.247 28.001.571 21.028.192 17.848.699 17.528.744
Expenses
Beban Operasional Jaringan 10.382.106 12.162.238 12.076.240 11.951.555 10.303.636 Network Operation Expenses
Total 4.409.191.269 4.593.782.601 4.237.773.332 3.795.927.643 3.731.785.485 Total
PENDAPATAN (BEBAN) USAHA LAINNYA OTHER OPERATING INCOME (CHARGES)
(Kerugian)/Keuntungan Selisih Kurs (32.601.114) 28.361.734 14.777.069 (19.170.712) 15.213.543 (Loss)/Gain on Foreign Exchange
Pendapatan Lain-Lain - Bersih 16.168.970 35.874.257 (30.510.696) 50.280.729 70.327.638 Other Income - Net
Total (16.432.144) 64.235.991 15.733.627 (31.110.017) (85.541.181) Total
Laba (Rugi) Usaha 147.014.670 (199.105.549) (76.181.178) 99.103.939 168.745.441 Profit (Loss) From Operations
Bagian Laba Bersih Asosiasi (21.484) 204.241 192.617 (215.172) (98.259) Share of Results of Associates
Pendapatan Keuangan 45.257.323 40.011.858 6.196.164 7.180.597 6.597.482 Finance Income
Beban Keuangan (139.990.076) (127.503.999) (88.388.240) (88.278.664) (68.584.517) Finance Cost
Laba (Rugi) Sebelum Pajak 52.260.433 (286.393.449) (158.180.637) 17.790.700 106.660.147 Profit (Loss) Before Tax
(Beban)/Manfaat Pajak (45.802.668) 57.503.925 (55.209.041) (8.425.842) (28.685.986) Tax (Expenses)/Benefits
Laba (Rugi) Tahun Berjalan 6.457.765 (228.889.524) (213.389.678) 9.364.858 77.974.161 Profit (Loss) For The Year
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
Pos-Pos yang Tidak Akan Item that Will Not Be
16.730.025 67.797.831 32.225.150 27.103.034 22.338.912
Direklasifikasi ke Laba Rugi Reclassified to Profit or Loss
Pos-Pos yang Akan Item that Will Be Reclassified to
68.390.704 (98.789.763) 25.795.798 22.706.142 (29.057.479)
Direklasifikasi ke Laba Rugi Profit or Loss
Total Penghasilan (Kerugian) Total Other Comprehensive
85.120.729 (30.991.932) 58.020.948 49.809.176 (6.718.567)
Komprehensif Lain Income (Loss)
Total Keuntungan/(Kerugian) Total Comprehensive Income/
91.578.494 (259.881.456) (155.368.730) 59.174.034 71.255.594
Komprehensif Tahun Berjalan (Loss) For The Year
LABA (RUGI) YANG DAPAT DIATRIBUSIKAN KEPADA: PROFIT (LOSS) ATTRIBUTABLE TO:
Pemilik Entitas Induk 6.986.140 (231.156.005) (216.582.416) 8.069.365 76.480.236 Owners of the Parent
Kepentingan Non-Pengendali (528.375) 2.266.481 3.192.738 1.295.493 1.493.925 Non-Controlling Interest
Total 6.457.765 (228.889.524) (213.389.678) 9.364.858 77.974.161 Total
TOTAL KEUNTUNGAN (KERUGIAN) KOMPREHENSIF YANG DAPAT
TOTAL COMPREHENSIVE INCOME (LOSS) ATTRIBUTABLE TO:
DIATRIBUSIKAN KEPADA:
Pemilik Entitas Induk 92.644.418 (263.125.965) (153.621.663) 59.285.192 70.022.788 Owners of the Parent
Kepentingan Non-Pengendali (1.065.924) 3.244.509 (1.747.067) (111.158) 1.232.806 Non-Controlling Interest
Total 91.578.494 (259.881.456) (155.368.730) 59.174.034 71.255.594 Total
Laba/(Rugi) Per Saham Dasar/ Basic/Diluted Earnings/(Loss)
0,0003 (0,0089) (0,0084) 0,0003 0,0030
Dilusian Per Share
*) Restated

LAPORAN ARUS KAS KONSOLIDASIAN

CONSOLIDATED STATEMENT OF CASH FLOWS
ARUS KAS DARI AKTIVITAS OPERASI CASH FLOWS FROM OPERATING ACTIVITIES
Penerimaan Kas dari Pelanggan 4.598.841.042 4.327.388.678 4.108.864.583 3.868.012.178 3.769.410.803 Cash Receipts from Customers
Pengeluaran Kas Kepada
(3.370.278.815) (3.684.239.607) (3.540.737.186) (3.170.901.643) (3.102.317.745) Cash Paid to Suppliers
Pemasok
(592.788.033) (492.870.541) (510.589.158) (482.507.564) (405.976.381) Cash Paid to Employees
Karyawan
Kas Dihasilkan dari Operasi 635.774.194 150.278.530 57.538.239 214.602.971 261.116.677 Cash Generated from Operations
Pembayaran Beban Keuangan (127.460.655) (102.680.915) (93.266.467) (84.522.027) (69.855.783) Financial Costs Paid
Penerimaan Bunga 7.473.931 3.695.161 6.196.164 7.180.596 6.597.482 Interest Received
Pembayaran Pajak Penghasilan (2.686.184) (22.949.795) (25.937.065) (22.548.680) (11.861.546) Income Taxes Paid
Kas bersih diperoleh dari Net Cash Provided from
513.101.286 28.342.981 (55.469.129) 114.712.860 185.996.830
aktivitas operasi Operating Activities
ARUS KAS DARI AKTIVITAS INVESTASI CASH FLOWS FROM INVESTING ACTIVITIES
Penerimaan Pengembalian
Receipts of Aircraft
Dana Cadangan Pemeliharaan 154.085.805 101.115.120 43.288.153 29.487.113 9.336.989
Maintenance Reimbursements
Pesawat
Pengeluaran Untuk Dana
Payments for Aircraft
Cadangan Pemeliharaan (328.683.597) (362.910.700) (380.483.559) (354.844.553) (315.919.637)
Maintenance Reserve Fund
Pesawat
Penerimaan Uang Jaminan 23.865.798 12.847.621 15.302.946 39.144.528 20.680.984 Receipts of Security Deposit
Pembayaran Uang Jaminan (6.623.295) (16.710.287) (4.494.259) (17.166.487) (26.363.964) Payments for Security Deposit
Advance Payments for Purchase
Uang Muka Pembelian Pesawat (37.615.507) (3.130.300) (36.993.228) (24.748.673) (70.282.089)
Aircrafts
Penerimaan Pengembalian Uang Refund of Advance Payments
23.431.273 1.000.000 19.976.942 59.111.963 232.788.003
Muka Pembelian Pesawat for Purchase of Aircraft
Penerimaan Dividen 315.457 633.621 457.237 433.502 10.686.697 Dividend Received
Proceeds from Disposal of Fixed
Hasil Pelepasan Aset Tetap 17.775 16.022 427.949 5.698.791 1.659.360
Assets
Hasil Pelepasan Properti Proceeds from disposal of
- - - 1.441.498 -
Investasi investment properties
Acquisitions of Fixed Assets and
Perolehan Aset Tetap dan Uang
(123.815.315) (19.902.513) (32.046.312) (44.009.550) (55.250.932) Advance Payments for Fixed
Muka Perolehan Aset Tetap
Assets
Pembayaran untuk Aset Payments for Aircraft
Pemeliharaan dan Aset Sewa (22.412.449) (13.185.676) (7.864.706) (7.490.197) (16.528.215) Maintenance and Aircraft
Pesawat Leased Asset
Penerimaan/(Pengeluaran) Other Receipts/(Expenses) from
- - - (1.329.643) 2.642.824
Lainnya dari Aktivitas Investasi Investing Activities
Kas bersih digunakan untuk Net Cash Used in Investing
(317.434.055) (300.227.092) (382.428.837) (314.271.708) (206.549.980)
aktivitas investasi Activities
ARUS KAS DARI AKTIVITAS PENDANAAN CASH FLOWS FROM FINANCING ACTIVITIES
(Pembayaran)/Penerimaan (Payment)/Proceeds of Short-
(86.227.587) 198.305.235 168.995.224 334.829.858 280.660.449
Pinjaman Jangka Pendek - Bersih Term Loans - Net
Penerimaan/(Pembayaran) (Payment)/Proceeds of Long-
40.156.346 (18.988.643) (88.938.020) (66.800.008) (598.351.221)
Pinjaman Jangka Panjang - Bersih Term Loans - Net
(Pembayaran)/Penerimaan (Payment)/Proceeds of
(55.209.676) 109.798.063 - - -
Anjak Piutang - Bersih Factoring Liabilities - Net
Pembayaran Utang Obligasi - (156.237.798) - - 496.280.000 Payment for Bonds Payable
(Pembayaran)/Penerimaan (Payment)/Proceeds of Asset-
(25.378.010) 124.378.110 - - -
Pinjaman Efek Beragun Aset Backed Securities Loans
Pembayaran Liabilitas Sewa Payment of Finance Lease
(14.281.521) (13.845.355) - - -
Pembiayaan Liabilities
Kenaikan Kas yang Dibatasi
(5.082.022) (2.543.336) (827.086) (49.615) 3.618.439 Increase in Restricted Cash
Penggunaannya
*) Restated

Kilas Kinerja
LAPORAN ARUS KAS KONSOLIDASIAN

CONSOLIDATED STATEMENT OF CASH FLOWS
Penerimaan IPO Saham Anak
- - 82.350.342 - - Proceeds from Subsidiaries’ IPO
Perusahaan
Pembayaran Pengembalian dan Payment of Aircraft Return and
- - - (237.613) (67.483)
Pemeliharaan Pesawat Maintenance Cost
Pembayaran Dividen oleh Entitas Dividend Payment by
Anak Kepada Kepentingan Non (713.312) (981.917) - - - Subsidiaries to Their non-
Pengendalinya Controlling Interest
Pembayaran untuk Aktivitas Payment for Other Financing
- (3.302.652) (1.147.959) (261.711) (753.205)
Pendanaan Lainnya Activities
Kas Bersih Digunakan untuk Net Cash Used for Financing
(146.735.782) 236.581.707 160.432.501 267.480.911 181.386.979
Aktivitas Pendanaan Activities
KENAIKAN/(PENURUNAN) NET INCREASE/(DECREASE) IN
48.931.449 (35.302.404) (277.465.465) 67.922.063 160.833.829
BERSIH KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS
CASH AND CASH
KAS DAN SETARA KAS AWAL
251.019.140 303.554.154 578.702.739 519.972.655 434.327.498 EQUIVALENTS AT BEGINNING
TAHUN
OF THE YEAR
Pengaruh Perubahan Kurs Mata Effect of Foreign Exchange Rate
(2.539.575) (17.232.610) 4.480.576 (9.191.979) (75.188.672)
Uang Asing Changes
KAS DAN SETARA KAS AKHIR CASH AND CASH EQUIVALENTS
297.411.014 251.019.140 305.717.509 578.702.739 519.972.655
TAHUN AT END OF THE YEAR
Cerukan (1.937.839) (2.055.859) (2.163.355) - - Bank overdraft
Kas dan Setara Kas 299.348.853 253.074.999 305.717.509 578.702.739 519.972.655 Cash and Cash Equivalents
*) Restated
RASIO KEUANGAN
FINANCIAL RATIO
Imbal Hasil Rata-Rata Aset (%) 0,14 (5,51) (5,70) 0,25 2,36 Return on Asset (%)
Imbal Hasil Rata-Rata Ekuitas (%) 0,90 (35,77) (23,69) 0,93 8,20 Return on Equity (%)
Rasio Lancar (%) 34,81 35,28 49,63 74,52 84,28 Current Ratio (%)
Rasio Total Utang Finansial Total Financial Debt to Total
2,55 3,04 1,90 1,68 1,43
Terhadap Ekuitas (X) Equity Ratio (X)
Rasio Total Utang Finansial Total Financial Debt to Total
41,25 46,88 45,86 45,33 40,95
Terhadap Aset (%) Asset Ratio (%)
Marjin Laba Usaha (%) 3,22 (4,60) (1,82) 2,56 4,42 Operating Income Margin (%)
Marjin Laba Bersih (%) 0,14 (5,29) (5,11) 0,24 2,04 Net Income Margin (%)
Marjin EBITDA(%) 7,19 (0,46) 1,61 6,93 9,05 EBITDA Margin (%)
*) Restated

IKHTISAR OPERASIONAL OPERATIONAL HIGHLIGHTS
Tabel Ikhtisar Operasional

Table of Operational Highlights
Segmentasi Operasi
2019 2018 2017 2016 2015
Operational by Segment
Garuda Indonesia Group
Utilisasi Armada (Jam)
07:42 9:35 9:36 8:58 9:01
Aircraft Utilization (Hour)
Jumlah Armada
210 203 202 196 187
Total Fleets
Tingkat Ketepatan Waktu (%)
91,20 89,00 86,40 89,51 87,99
On-Time Performance (%)
Jumlah Penumpang
31.894.383 38.444.358 36.237.704 34.999.847 32.961.027
Passengers Carried
ASK (000)
57.067.267 64.458.149 62.024.997 58.745.079 51.868.190
ASK (000)
RPK (000)
42.391.071 48.511.200 46.300.222 43.371.834 40.049.122
RPK (000)
Tingkat Keterisian (%)
74,28 75,26 74,65 73,83 77,21
Seat Load Factor (%)
Frekuensi
233.320 290.113 281.135 274.696 250.088
Frequency
Bahan Bakar Digunakan (Liter)
1.870.647.338 2.177.655.374 2.147.857.271 2.057.218.805 1.853.646.708
Fuel Burn (Liter)
Blockhours
507.079 620.787 604.231 570.517 517.955
Blockhours
Jumlah Kargo (kg)
335.763.976 453.776.834 446.759.783 415.824.003 351.740.701
Cargo Carried (kg)
CLF (%)
41,89 59,86 59,40 54,22 47,52
CLF (%)
Yield Penumpang (US cents)
7,97 6,63 6,71 6,93 7,46
Passenger Yield (US cents)
CASK (US cents)
6,42 6,10 5,87 5,87 6,40
CASK (US cents)
CASK-Ex Fuel (US cents)
4,45 4,06 4,13 4,36 4,52
Harga Bahan Bakar (US cent/Liter)
59,93 60,44 50,35 42,96 52,38
Fuel Price (US cents/Liter)
Nilai Tukar (IDR/USD)
13.901 14.267 13.381 13.305 13.365
Exchange Rate (IDR/USD)
Garuda Indonesia Domestik | Garuda Indonesia Domestic
Jumlah Penumpang
15.403.526 18.912.877 19.172.026 19.487.372 19.412.993
Passengers Carried
ASK (000)
17.673.283 22.298.132 23.008.402 22.672.923 21.894.433
ASK (000)
RPK (000)
13.822.829 16.634.147 16.732.657 16.860.988 16.966.525
RPK (000)
78,21 74,60 72,72 74,37 77,49
Frekuensi
116.535 165.949 170.261 167.702 158.019
Frequency
Jumlah Kargo (kg)
178.478.102 247.748.322 253.173.198 245.737.331 226.239.086
Cargo Carried (kg)
10,69 8,26 8,18 8,40 8,69
CASK (US cents)
8,04 7,40 6,99 6,98 7,15
CASK (US cents)
5,78 5,16 5,01 5,29 5,13

Kilas Kinerja
Tabel Ikhtisar Operasional

Table of Operational Highlights
Segmentasi Operasi
2019 2018 2017 2016 2015
Operational by Segment
Garuda Indonesia Internasional | Garuda Indonesia International
Jumlah Penumpang
4.267.078 4.700.708 4.790.904 4.433.049 4.173.069
Passengers Carried
ASK (000)
26.248.906 27.791.400 26.743.392 24.893.224 20.839.244
ASK (000)
RPK (000)
18.682.965 19.976.081 19.775.757 17.929.335 15.786.021
RPK (000)
71,18 71,88 73,95 72,02 75,75
Frekuensi
25.704 28.076 28.511 28.210 27.470
Frequency
Jumlah Kargo (kg)
91.338.074 121.562.238 117.819.617 95.852.444 70.060.171
Cargo Carried (kg)
6,14 6,07 6,23 6,38 6,98
CASK (US cents)
5,78 5,66 5,44 5,51 6,30
CASK (US cents)
3,94 3,78 3,89 4,18 4,52
Garuda Indonesia Main Brand
Jumlah Penumpang
19.670.604 23.613.585 23.962.930 23.920.421 23.586.062
Passengers Carried
ASK (000)
43.922.190 50.089.532 49.751.794 47.566.147 42.733.677
ASK (000)
RPK (000)
32.505.794 36.610.228 36.508.414 34.790.322 32.752.546
RPK (000)
74,01 73,09 73,38 73,14 76,64
Frekuensi
142.239 194.025 198.772 195.912 185.489
Frequency
Jumlah Kargo (kg)
269.816.176 369.310.560 370.992.815 341.589.775 296.299.257
Cargo Carried (kg)
8,07 7,06 7,12 7,36 7,86
CASK (US cents)
6,69 6,43 6,16 6,21 6,74
CASK (US cents)
4,68 4,39 4,41 4,71 4,83
Jumlah Armada
142 143 144 144 143
Total Fleets
Citilink
Jumlah Penumpang
12.223.779 14.830.773 12.274.744 11.079.426 9.374.965
Passengers Carried
ASK (000)
13.145.078 14.368.617 12.273.204 11.178.933 9.134.514
ASK (000)
RPK (000)
9.885.278 11.900.972 9.791.808 8.581.511 7.296.576
RPK (000)
75,20 82,83 79,78 76,77 79,88
Frekuensi
91.067 96.088 82.363 78.784 64.599
Frequency
Jumlah Kargo (kg)
65.947.800 84.466.274 75.766.968 74.234.227 55.441.444
Cargo Carried (kg)
7,65 5,29 5,19 5,20 5,63
CASK (US cents)
5,52 4,94 4,71 4,39 4,80
CASK (US cents)
3,70 2,91 2,99 2,88 3,09
Jumlah Armada
68 60 58 52 44
Total Fleets

INFORMASI HARGA SAHAM INFORMATION ON SHARE PRICE
Harga per saham (Rp) Jumlah Saham

Price per Share (Rp) Beredar (dalam Volume Saham Kapitalisasi Pasar
Tahun Lembar Saham) (Jutaan Saham) (Miliar)
Year Pembukaan Tertinggi Terendah Penutupan Total Outstanding Share Volume (Million Market Capitalization
Opening Highest Lowest Closing Shares (Number of Shares) (Billion)
(Rp) (Rp) (Rp) (Rp) Shares)
2019
Triwulan I
298 635 282 474 25.886.576.254 4.489,60 12.270,24
1st Quarter
Triwulan II
474 560 366 366 25.886.576.254 2.054,91 9.474,49
2nd Quarter
Triwulan III
366 555 356 510 25.886.576.254 2.036,43 13.202,15
3rd Quarter
Triwulan IV
510 630 476 498 25.886.576.254 1.140,86 12.891,51
4th Quarter
2018
Triwulan I
300 344 294 294 25.886.576.254 600,37 7.610,65
1st Quarter
Triwulan II
294 308 236 242 25.886.576.254 294,67 6.264,55
2nd Quarter
Triwulan III
242 244 199 206 25.886.576.254 153,29 5.332,63
3rd Quarter
Triwulan IV
206 298 199 298 25.886.576.254 610,27 7.714,20
4th Quarter
2017
Triwulan I
338 390 332 342 25.886.576.254 594,43 8.853,21
1st Quarter
Triwulan II
342 338 404 348 25.886.576.254 698,13 9.008,53
2nd Quarter
Triwulan III
348 318 364 334 25.886.576.254 225,75 8.646,12
3rd Quarter
Triwulan IV
334 380 298 300 25.886.576.254 526,75 7.765,97
4th Quarter

Grafik Pergerakan Harga Saham Tahun 2018 – 2019

Kilas Kinerja
Share Price Movement Chart 2018 - 2019
630
635
555
560
510 510
474 498
474
476
Dalam Rupiah
In Rupiah
366
282
366
344 366 356
308
300 298 298
294 298
294 244 282
294 242
242 206
236 206
199 199
Triwulan I Triwulan II Triwulan III Triwulan IV Triwulan I Triwulan II Triwulan III Triwulan IV
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
2018 2019
Harga Per Saham Penutupan (Rp) Harga Per Saham Pembukaan (Rp) Harga Per Saham Tertinggi (Rp) Harga Per Saham Terendah (Rp)
Price Per Share Closing (Rp) Price Per Share Opening (Rp) Price Per Share Highest (Rp) Price Per Share Lowest (Rp)
Grafik Pergerakan Harga dan Volume Saham Tahun 2019

Share Price Movement and Volume Chart 2019
5.000 600
4.500 4.489,06
510
500
4.000 498
474
3.500
400
3.000 366
294 298
2.500 300
242 2.036,43
2.000 2.054,91
206 200
1.500
1.140,86
1.000
100
600,37
500 610,27
294,67 153,29
0 0
2018 2019
Harga Penutupan (Rp) Volume Transaksi (saham)
Closing Price (Rp) Transaction Volume (shares)

Grafik Volume Transaksi Saham Tahun 2018 - 2019

Share Transaction Volume Chart 2018 - 2019
Volume Saham (Jutaan Saham)
Volume of Shares (Millions of Shares)
4.489,06
2.054,91
2.036,43
1.140,86
610,27
600,37
294,67
153,29
2018 2019
Grafik Kapitalisasi Pasar Saham Tahun 2018 - 2019

Share Market Capitalization Chart 2018 - 2019
Kapitalisasi Pasar (Rp Miliar)
Market Capitalization (Rp Billion)
13.202,15
12.891,51
12.270,24
9.474,49
7.714,20
7.610,65
6.264,55
5.332,63
2018 2019

Kilas Kinerja
AKSI KORPORASI CORPORATE ACTIONS

Sampai dengan Desember 2019, Garuda Indonesia tidak Until December 2019, Garuda Indonesia did not conduct
melakukan Aksi Korporasi terkait dengan aktivitas yang any Corporate Actions related to activities that affected
berpengaruh terhadap jumlah saham beredar, di antaranya the number of outstanding shares, such as stock split,
pemecahan saham, penggabungan saham, dividen saham, reverse stock, dividend payout, bonus shares, and changes
saham bonus dan perubahan nilai nominal saham. in nominal value of shares.
AKSI PENGHENTIAN SEMENTARA SUSPENSION OF SHARES TRADING

PERDAGANGAN SAHAM AND/OR DELISTING OF SHARES
(SUSPENSION) DAN/ATAU
PENGHAPUSAN PENCATATAN SAHAM
(DELISTING)
Sampai dengan Desember 2019, Garuda Indonesia Until December 2019, Garuda Indonesia was never subjected
tidak pernah dikenakan sanksi penghentian sementara to sanctions of suspension of shares trading and/or delisting
perdagangan saham (suspension) dan/atau penghapusan of shares.
pencatatan saham (delisting).
INFORMASI OBLIGASI, SUKUK DAN/ INFORMATION ON BONDS, SUKUS,

ATAU OBLIGASI KONVERSI AND/OR CONVERTIBLE BONDS
INFORMASI OBLIGASI INFORMATION ON BONDS

Sampai dengan 31 Desember 2019, Garuda Indonesia tidak Until 31 December 2019, Garuda Indonesia had not issued
menerbitkan obligasi. Dengan demikian, tidak terdapat bonds. Therefore, there is no information about bonds.
informasi mengenai obligasi.
INFORMASI SUKUK INFORMATION ON SUKUK

Tabel Sukuk Garuda Indonesia
Table of Garuda Indonesia Sukuk
Peringkat PT Garuda
Tanggal
Tanggal Tenor Jumlah Sukuk Tingkat Status Rating Indonesia
Mata Harga Jatuh
Uraian Penerbitan (tahun) (USD) Suku Bunga Pembayaran Global Sukuk
Uang Penawaran Tempo
Description Issuance Tenor Total Sukuk Interest Rates Payment Limited
Currency Offering Price Maturity
Date (Year) (USD) (%) Status 2019 2018 (Administered
Date
by Ogier)
PT Garuda
Indonesia
4 Juni 2015 3 Juni 2020
Sukuk 5 Tahun 99,256% Belum Lunas Unrated Unrated Global Sukuk
June 4, USD 500.000.000 June 3, 5,95
Global 5 Tahun of par Not Paid Sukuk Sukuk Limited
2015 2020
(Administered
by Ogier)
INFORMASI OBLIGASI KONVERSI INFORMATION ON CONVERTIBLE BONDS

Sampai dengan Desember 2019, Garuda Indonesia tidak Until December 2019, Garuda Indonesia had not issued
menerbitkan obligasi konversi. Dengan demikian Garuda any convertible bonds, thus, Garuda Indonesia does not
Indonesia tidak memiliki informasi mengenai obligasi have information on convertible bonds.
konversi.
INFORMASI SUMBER PENDANAAN OTHER FUNDING SOURCES

LAINNYA INFORMATION
Tabel Sumber Pendanaan Lainnya Garuda Indonesia
Table of Other Garuda Indonesia Funding Sources
Tanggal Bunga/Jangka Tanggal Jatuh
Uraian Peringkat Nilai (Rp)
pencatatan Waktu Tempo
Description Rating Value (Rp)
Listing Date Interest/Tenor Maturity Date
AA+ (idn) PT Pemeringkat

9,75% p.a./
KIK EBA Mandiri GIAA01 Efek Indonesia (PEFINDO) 29 Juni 2018 22 Juli 2023
IDR 2.000.000.000.000 5 tahun
KIK EBA Mandiri GIAA01 AA+ (idn) PT Pemeringkat June 29, 2018 July 22, 2023
5 Years
Efek Indonesia (PEFINDO)

LAPORAN ANALIS Corporate
PERUSAHAANAnalysis Report
PENDAPATAN LABA BERSIH

PREV. TP TP
NO FIRMA NEGARA ANALIS TANGGAL PERINGKAT REVENUE NET PROFIT
FIRM COUNTRY ANALYST DATE RATING
FY.2019 FY.2019 (IDR) (IDR)
16 November
1 RHB Sekuritas D Jessica Pratiwi Buy 4.716,0 114,4 750 750
November 16
8 November
2 Trimegah Securities D Fedro Christian Hold 4.640,0 170,0 640 640
November 8
5 November
3 Mirae Asset D Lee Young Jun Buy 4.945,3 160,8 720 720
November 5
2 November
4 DBS F Siti Ruzanna Mohd Faruk Buy 5.069,0 175,0 500 670
November 2
2 November
5 Sucorinvest Sekuritas D Hasan Buy 4.624,0 161,0 400 670
November 2
1 November
6 Ciptadana Sekuritas Asia D Fahressi F. Buy 4.851,0 150,0 650 750
November 1
15 Agustus
7 Maybank Kim Eng D Adi Wicaksono + - - - -
August 15
2 Agustus
8 Nomura F Ahmad Maghfur Sell 4.534,0 (4,0) 401 401
August 2
25 Juni
9 Panin Sekuritas D Nugroho R. F. Buy 4.635,0 61,0 - 465
June 25
24 Mei
10 Bina Artha Sekuritas D Revita Dhiah A. Buy 5.072,0 69,2 - 570
May 24
26 Februari
11 UBS F Eric Lin Sell 4.891,0 80,0 305 480
February 26
14 Februari
12 Macquarie Research D Richardo Walujo + - - - -
February 14
HIGH 5.072,0 175,0 750 750
AVERAGE 4.797,7 113,7 546 612
LOW 4.534,0 (4,0) 305 401


Kilas Kinerja
JANUARI | JANUARY 11
Garuda Indonesia Hadirkan
Hiburan Live Music Perdana di Pesawat
Sejalan dengan komitmen Garuda Indonesia dalam meningkatkan
kualitas layanan penerbangan secara berkelanjutan, Garuda terus
berupaya menyajikan berbagai nuansa baru dalam fitur layanan
penerbangannya. Dengan menghadirkan konsep “The New Flight
Experience” melalui kehadiran hiburan live acoustic bertajuk
“#GIAcoustic” yang merupakan pertunjukan musik dari musisi
terbaik Indonesia yang ditampilkan perdana di atas ketinggian 35
ribu kaki.
Garuda Indonesia Presents First Live Music

Entertainment on Airplanes
In line with Garuda Indonesia’s commitment to improving the quality
of flight services on an ongoing basis, Garuda continues to strive to
present new nuances in its flight service features. By presenting the
concept of “The New Flight Experience” through the presence of live
acoustic entertainment titled “#GIAcoustic”, which is a premiere
musical performance of the best Indonesian musicians performing
above an altitude of 35-thousand feet.
20 FEBRUARI | FEBRUARY
Garuda Indonesia luncurkan
“The New Signature Dish of Indonesia”
Garuda Indonesia meluncurkan The New Signature Dish of
Indonesia yang merupakan 21 varian baru menu in-flight meals
Garuda yang mengangkat tema cita rasa kuliner khas Nusantara.
Menu baru tersebut merupakan salah satu bentuk upaya Garuda
Indonesia untuk menghadirkan “New Flight Experience” kepada
para pengguna jasa sekaligus sebagai upaya untuk memperkenalkan
makanan khas nusantara ke dunia internasional.
Garuda Indonesia launches

“The New Signature Dish of Indonesia
Garuda Indonesia launches “The New Signature Dish of Indonesia”,
referring to 21 new variants of Garuda’s in-flight meals menu with the
theme of the archipelago’s culinary tastes. The new menu is a form of
Garuda Indonesia’s efforts to bring “New Flight Experience” to service
users as well as an effort to introduce archipelago special food to the
international world.
APRIL | APRIL 09
Garuda Indonesia Raih Penghargaan Sebagai
“Maskapai Terbaik di Asia” dari TripAdvisor
2019 Travellers Choice Airline Award
Garuda Indonesia dinobatkan sebagai salah satu maskapai
penerbangan pilihan terbaik di Asia “Traveller Choice Major Airline
Asia” untuk kategori “Major Airline” oleh TripAdvisor – situs
perjalanan independen terkemuka di dunia. Selain itu, Garuda
Indonesia juga berhasil meraih penghargaan dalam kategori “Best
Regional Business Class Asia” dan “Best Airline in Indonesia”.
Garuda Indonesia Wins Award as “Best Airline

in Asia” from TripAdvisor 2019 Travelers
Choice Airline Award
Garuda Indonesia has been named as one of the best choice airlines in
Asia, “Traveler Major Airline Asia” for the “Major Airline” category, by
TripAdvisor - the world’s leading independent travel site. In addition,
Garuda Indonesia also won awards in the category of “Best Regional
Business Class Asia” and “Best Airline in Indonesia”.

27 JUNI | JUNE
Garuda Raih Rating 5-Star On Time
Performance Rating
Maskapai nasional Garuda Indonesia berhasil meraih rating 5-Star On
Time Performance Rating dari OAG Flightview yang merupakan
lembaga pemeringkatan On Time Performance independen yang
berkedudukan di Inggris. Berdasarkan data yang dikeluarkan oleh
OAG Flightview tersebut, Garuda Indonesia berhasil meraih capaian
OTP tahunan tertinggi di dunia yakni sebesar 91,6% dan menjadi
satu-satunya airline di Asia Tenggara yang mendapatkan predikat 5
Star On Time Performance Rating dengan capaian OTP tahunan di
atas 90 persen.
Garuda Indonesia Achieves a 5-Star Rating On
Time Performance Rating
The national airline Garuda Indonesia won a 5-Star On Time Performance
Rating from OAG Flightview, which is an independent On Time
Performance rating agency based in the UK. Based on the data released
by OAG Flightview, Garuda Indonesia achieved the highest annual
OTP achievement in the world at 91.6% and became the only airline in
Southeast Asia to receive the 5-Star On Time Performance Rating with an
annual OTP achievement above 90 percent.
JUNI | JUNE 18
Garuda Indonesia Perbaharui Kerjasama
“Domestic Codeshare” dengan 14 Maskapai Global
Maskapai penerbangan nasional Garuda Indonesia perkuat dan
meningkatkan kerja sama “codeshare” dengan maskapai global
yang menjadi mitra, khususnya untuk penerbangan di domestik yang
dioperasikan oleh Garuda Indonesia. Adapun 14 maskapai global
yang bekerjasama codeshare dengan Garuda Indonesia tersebut,
diantaranya adalah All Nippon Airways, Japan Airlines, Etihad Airways,
KLM Royal Dutch Airlines, Vietnam Airlines, Saudi Arabian Airlines,
Malaysia Airlines, China Airlines, Bangkok Airways, Turkish Airlines,
Oman Air, Air Europa Lineas Aereas, serta Aeromexico.
Garuda Indonesia Renew Cooperation
“Domestic Codeshare” with 14 Global Airline
The national airline Garuda Indonesia strengthens and enhances
“codeshare” cooperation with global airlines that are its partners,
especially for domestic flights which are operated by Garuda Indonesia.
The 14 global airlines with codeshare cooperation with Garuda Indonesia
include All Nippon Airways, Japan Airlines, Etihad Airways, KLM Royal
Dutch Airlines, Vietnam Airlines, Saudi Arabian Airlines, Malaysia Airlines,
China Airlines, Bangkok Airways, Turkish Airlines, Oman Air, Air Europa
Lineas Aereas, and Aeromexico.
31 JULI | JULY
Garuda Indonesia Luncurkan Video Keselamatan
Terbaru Bertajuk Keindahan Indonesia
Maskapai nasional Garuda Indonesia resmi memperkenalkan video demo
keselamatan terbarunya yang akan ditayangkan pada Audio Video on
Demand (AVOD) di seluruh armada pesawat Garuda Indonesia mulai
tanggal 1 Agustus 2019. Peluncuran video demo keselamatan baru
tersebut merupakan bagian dari komitmen maskapai dalam mendukung
upaya edukasi pengguna jasa terkait kesadaran keselamatan layanan
penerbangan Garuda Indonesia.
Garuda Indonesia Launches Latest Safety Video

Titled Indonesian Beauty
The national airline Garuda Indonesia officially introduces its latest safety
demo video which will be aired on Audio Video on Demand (AVOD)
across the entire Garuda Indonesia fleets starting on 1 August 2019. The
launch of the new safety demo video is part of the airline’s commitment
to supporting education efforts related to service users related to safety
awareness of Garuda Indonesia flight services.

Kilas Kinerja
JULI | JULY 31
Garuda Indonesia Rekrut Pilot Perempuan
Pertama Asal Papua
Maskapai nasional Garuda Indonesia merekrut 2 (dua) Pilot (Ab-Initio)
perempuan pertama yang merupakan puteri daerah asal Papua. Rekrutmen
tersebut menjadikan kedua pilot tersebut sebagai angkatan pertama
rekrutmen Pilot asal Papua yang bergabung dengan Garuda Indonesia
Group. Rekrutmen pilot yang merupakan putra daerah asal Papua ini
merupakan wujud komitmen Garuda Indonesia dalam memberikan
kesempatan seluas-luasnya kepada putera daerah yang berprestasi dan
berdaya unggul untuk dapat berkontribusi dan mengembangkan karir
bersama Garuda Indonesia Group.
Garuda Indonesia Recruits First Female Pilot
From Papua
The national airline Garuda Indonesia recruited the first 2 (two) women
Pilots (Ab-Initio) who are from Papua. Such recruitment made these two
pilots the first batch of pilot recruitment from Papua who joined Garuda
Indonesia Group. Recruitment of pilots who are native of Papua is a form of
Garuda Indonesia’s commitment to providing the widest possible opportunity
for local people with high achievements and superior ability to be able to
contribute and develop their careers with Garuda Indonesia Group.
18 AGUSTUS | AUGUST
Garuda Indonesia dinobatkan sebagai
maskapai kargo terbaik se-Asia Pasifik.
Garuda Indonesia juga dinobatkan sebagai maskapai kargo terbaik
se-Asia Pasifik yang diberikan oleh Indonesia Cargo Agent Club
(ICAC). Penghargaan diberikan atas kinerja layanan kargo dan
logistik maskapai berkode penerbangan GA ini, yang dinilai
memiliki kinerja terbaik dalam pemenuhan kebutuhan para agen
kargo, khususnya ke wilayah Asia Pasifik. ICAC merupakan asosiasi
para pelaku usaha kargo dan logistik nasional khususnya angkutan
udara yang eksistensinya sudah ada sejak 33 tahun lalu, dengan
anggota lebih dari 55 agen kargo nasional.
Garuda Indonesia Named as the Best Cargo
Airline in the Asia Pacific.
Garuda Indonesia has also been named the best cargo airline in the Asia
Pacific region given by the Indonesia Cargo Agent Club (ICAC). The
award was given for the performance of cargo and logistics service of GA
airline, which was considered to have the best performance in meeting
the needs of cargo agents, particularly to the Asia Pacific region. ICAC is
an association of national cargo and logistics business actors, especially
air transportation, that has existed for 33 years, with members of more
than 55 national cargo agents.
SEPTEMBER | SEPTEMBER 27
Garuda Indonesia Resmikan Rute Baru Manado-Davao
Garuda Indonesia pada hari ini, mulai tanggal 27 September 2019 resmi melayani rute
penerbangan Manado – Davao pp sebagai bagian dari komitmen Perseroan untuk memperkuat
jaringan penerbangan regional sekaligus mendukung peningkatan perekonomian dan
kepariwisataan antara Indonesia dan Filipina. Penerbangan Manado - Davao pp akan
dioperasikan dengan armada ATR 72-600 berkapasitas 70 penumpang (all economy class)
sebanyak 2 kali per minggu, yakni pada hari Senin dan Jumat. Penerbangan Manado –
Davao akan beroperasi dengan nomor penerbangan GA 7401 yang berangkat dari Bandara
Internasional Sam Ratulangi pada pukul 10.30 WITA. Sedangkan penerbangan Davao –
Manado akan beroperasi dengan nomor penerbangan GA 7402 yang berangkat dari Bandara
Internasional Francisco Bangoy pada pukul 13.15 (local time).
Garuda Indonesia Inaugurates New Manado-Davao Route
Garuda Indonesia today, starting on 27 September 2019 officially serves Manado - Davao
pp flight route as part of the Company’s commitment to strengthening the regional aviation
network while supporting the improvement of economy and tourism between Indonesia and
the Philippines. Manado - Davao pp flights will be operated with ATR 72-600 fleet with a
capacity of 70 passengers (all economy class) 2 times per week, on Mondays and Fridays.
Manado - Davao flights will operate with flight number GA 7401 which departs from Sam
Ratulangi International Airport at 10.30 WITA. While Davao - Manado flights will operate with
flight number GA 7402 which departs from Francisco Bangoy International Airport at 13.15
(local time).

14 OKTOBER | OCTOBER
Promosikan Ragam Keindahan Tenun Nusantara,
Garuda Indonesia Luncurkan Seragam Awak Kabin Tematik “Puspa
Nusantara” Kolaborasi Bersama Ikat Indonesia
Maskapai nasional Garuda meluncurkan seragam tematik awak kabin yang akan dikenakan
secara khusus di layanan penerbangan special Garuda Indonesia bertajuk “Tenun Flight” yang
diperkenalkan kepada pengguna jasa pada bulan Oktober 2019 pada periode terbang tertentu.
Peluncuran seragam tematik awak kabin kali ini merupakan wujud komitmen berkelanjutan
Garuda Indonesia dalam memperkenalkan pesona keragaman budaya Indonesia sekaligus
mempromosikan keindahan kain tenun sebagai salah satu kekayaan budaya khas nusantara.
Promoting the Beauty of Nation’s Weaving, Garuda Indonesia Launches the
“Puspa Nusantara” Thematic Cabin Crew Uniform in Collaboration with Ikat
Indonesia
The national airline Garuda launched a thematic cabin crew uniform that will be worn
specifically on Garuda Indonesia’s special flight services titled “Weaving Flight” which was
introduced to service users in October 2019 during certain flight periods. The launch of the
thematic cabin crew uniforms this time is a form of Garuda Indonesia’s ongoing commitment
to introducing the charm of Indonesia’s cultural diversity while promoting the beauty of woven
fabric as one of the unique cultural treasures of the archipelago.
OKTOBER | OCTOBER 02 Garuda Indonesia Hadirkan Boarding Pass Baru Dengan

Inovasi dan Benefit Tambahan
Maskapai nasional Garuda Indonesia secara resmi memperkenalkan “The New Boarding
Pass” dengan desain dan fitur terbaru yang memberikan nilai tambah bagi pengguna
jasa Garuda Indonesia serta mitra bisnis Garuda Indonesia. “The New Boarding Pass”
dilengkapi fitur baru QR Code yang memudahkan penumpang mengakses link website
partner-partner Garuda Indonesia yang menawarkan berbagai nilai tambah.
Garuda Indonesia Presents A New Boarding Pass With
Innovation and Additional Benefits
The national airline Garuda Indonesia officially introduced “The New Boarding Pass” with the
latest designs and features that provide added value to Garuda Indonesia service users and
Garuda Indonesia business partners. The “New Boarding Pass” features a new QR Code feature
that makes it easy for passengers to access Garuda Indonesia partner website links that offer
various added values.
24 NOVEMBER | NOVEMBER
Garuda Indonesia Memperingati 50 Tahun Penerbangan Ke Australia
Maskapai nasional Garuda Indonesia pada tanggal 24 November memperingati 50 tahun
penerbangan yang menghubungkan Indonesia dan Australia. Garuda Indonesia melaksanakan
penerbangan ke Australia pertama kali pada tanggal 24 November 1969 dengan rute
penerbangan Jakarta – Denpasar - Sydney menggunakan pesawat jet jenis DC-8. Penerbangan
ke Sydney tersebut, awalnya hanya melayani sekali perminggu - pada setiap hari Senin.
Garuda Indonesia Commemorates 50 Years of Flight to Australia
The national airline Garuda Indonesia on 24 November commemorates 50 years of flights
connecting Indonesia and Australia. Garuda Indonesia conducted its first flight to Australia on
24 November 1969 with the flight route Jakarta - Denpasar - Sydney using a DC-8 jet type.
Flight to Sydney, initially, was only served once a week - every Monday.
NOVEMBER | NOVEMBER 27
Garuda Indonesia Sambut Armada Airbus Neo
Pertama
Garuda Indonesia menyambut hadirnya armada A330-900 Neo pertamanya sebagai
bagian dari langkah strategis Perseroan dalam program revitalisasi armada yang telah
dilakukan sejak tahun 2012.
Garuda Indonesia Welcomes the First Airbus Neo Fleet
Garuda Indonesia welcomes the arrival of its first A330-900 Neo fleet as part of the
Company’s strategic steps in the fleet revitalization program that has been carried out
since 2012.

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Laporan Manajemen
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LAPORAN DIREKSI
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66
Responsibility for 2019 Annual Report
LAPORAN DEWAN
Board of Commissioners Report KOMISARIS

Laporan Manajemen
Management Report
Dalam melaksanakan penilaian atas

kinerja Direksi, Dewan Komisaris
mempertimbangkan beberapa faktor yaitu
aspek keuangan dan pasar, aspek fokus
pelanggan, efektivitas produk dan proses,
fokus tenaga kerja dan aspek kepemimpinan,
tata kelola, dan tanggung jawab
kemasyarakatan. Secara umum, kinerja
Direksi di tahun 2019 telah tercapai. Dewan
Komisaris memberikan apresiasi setinggi-
tingginya atas pencapaian Direksi dalam
kegiatan kepengurusan Perseroan di tengah
kondisi perekonomian yang penuh dengan
tantangan di tahun 2019.
In assessing the Board of Directors’ performance, the Board
of Commissioners considers several factors, which are
financial and market aspects, focus on customer aspect,
product and process effectiveness, workforce focus, and
aspects of leadership, governance, and social responsibility.
In general, the Board of Directors’ performance in 2019 was
achieved. The Board of Commissioners gives the highest
appreciation for the Board of Directors’ achievements in
managing the Company in the middle of the economic
conditions that were full of challenges in 2019.
Triawan Munaf
Komisaris Utama | President Commissioner

Pemegang saham dan para pemangku kepentingan yang kami hormati,

Dear Honorable Shareholders and Stakeholders,
Puji syukur kehadirat Allah SWT, atas karunianya, Garuda All praise and gratitude are due to the Almighty God for all
Indonesia mampu menghadapi tantangan besar yang the gifts bestowed upon us all, thus, Garuda Indonesia was
terjadi di 2019. Atas upaya yang telah dilakukan oleh able to face the great challenges that occurred in 2019.
Direksi, Dewan Komisaris memberikan apresiasi yang For all efforts made by the Board of Directors, the Board of
setinggi-tingginya. Commissioners gave its highest appreciation.
Dewan Komisaris, dengan itikad baik telah menjalankan The Board of Commissioners, in good faith, has performed
tugas pengawasan dan pemberian nasehat kepada Direksi its supervisory and advisory duties to the Board of Directors
dengan bersungguh sesuai yang telah diamanahkan dalam in accordance with the mandate stipulated in the laws and
peraturan perundang-undangan dan Anggaran Dasar regulations, and the Company’s Articles of Association.
Perseroan. Berkenaan dengan hal tersebut, perkenankan In regard of this matter, please allow us to deliver the
kami menyampaikan Laporan Tugas Pengawasan dan Supervisory and Advisory Duty Report as follows.
Pemberian nasihat sebagai berikut.
PENGAWASAN TERHADAP SUPERVISION OF STRATEGY

IMPLEMENTASI STRATEGI IMPLEMENTATION
Pengawasan terhadap implementasi strategi Perseroan Supervision of implementation of the Company’s strategy is
merupakan salah satu tugas dan tanggung jawab utama one of the main duties and responsibilities of the Board of
Dewan Komisaris. Strategi Perseroan telah dituangkan dalam Commissioners. The Company’s strategy has been outlined
Rencana Kerja dan Anggaran Perseroan (RKAP) tahunan. in the Company’s Annual Work Plan and Budget (RKAP). The
Dewan Komisaris melakukan Evaluasi Kinerja Perseroan secara Board of Commissioners conducts the Company’s Performance
periodik yaitu bulanan, triwulanan dan semesteran terhadap Evaluations periodically, which are monthly, quarterly, and
pelaksanaan RKAP. Hasil evaluasi kemudian dituangkan dalam semiannually, concerning RKAP implementation. The evaluation
nasihat, rekomendasi dan persetujuan yang diberikan oleh results are then outlined in advice, recommendations, and
Dewan Komisaris kepada Direksi. Pada tahun 2019, Dewan approvals given by the Board of Commissioners to the Board
Komisaris memberikan sebanyak 36 nasihat, rekomendasi of Directors. In 2019, the Board of Commissioners provided
dan persetujuan yang diberikan kepada Direksi. Beberapa 36 advice, recommendations, and approvals to the Board of
nasihat, rekomendasi dan persetujuan Dewan Komisaris di Directors. Some of the advice, recommendations, and approvals
antaranya adalah sebagai berikut: from the Board of Commissioners are as follows:
1. Persetujuan/rekomendasi Dewan Komisaris kepada 1. Approvals/recommendations from the Board of
Direksi tentang Persetujuan Rencana Pendanaan tahun Commissioners to the Board of Directors on the
2018; Approval of the 2018 Funding Plans;
2. Nasihat kepada Direksi Garuda Indonesia terkait 2. Advice to Garuda Indonesia’s Board of Directors related
pengakuan pendapatan “biaya kompensasi” kerja sama to the recognition of revenue of “compensation fee”
penyediaan Layanan Konektivitas dalam Penerbangan for the cooperation in providing in-flight connectivity
antara PT Mahata Aero Teknologi (Mahata) dengan services between PT Mahata Aero Teknologi (Mahata)
PT Citilink Indonesia di tahun 2018; and PT Citilink Indonesia in 2018
3. Nasihat/catatan Dewan Komisaris kepada Direksi 3. Advice/notes from the Board of Commissioners to
atas RKAP Tahun 2019 dan penyusunan RKAP the Board of Directors on the 2019 RKAP and the
Tahun 2020; preparation of 2020 RKAP;
4. Persetujuan/Rekomendasi Dewan Komisaris kepada 4. Approval/Recommendation from the Board of
Pemegang Saham Seri A Dwiwarna atas usulan Commissioners to Series A Dwiwarna Shareholders on
Direksi berupa rencana pemindahtanganan dan the Board of Directors’ proposal in the form of a plan
penghapusbukuan aktiva tetap berupa Unit Loading to transfer and write-off of fixed assets in the form of a
Device; Loading Device Unit;
5. Persetujuan Dewan Komisaris kepada Direksi terkait 5. Approval from the Board of Commissioners to the Board of
pembukaan Kantor Cabang Garuda Indonesia; Directors on the opening of Garuda Indonesia Branch Office;
Direksi tentang usulan Calon Direksi dan Dewan Commissioners to the Board of Directors regarding the
Komisaris pada anak-anak Perusahaan Garuda proposed Candidates of Board of Directors and Board
Indonesia; of Commissioners of Garuda Indonesia’s Subsidiaries;

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7. Persetujuan/rekomendasi Dewan Komisaris kepada 7. Approval/recommendation from the Board of

Menteri Badan Usaha Milik Negara selaku Pemegang Commissioners to the Minister of State-Owned Enterprises
Saham Seri A Dwiwarna atas rencana Direksi untuk as the Series A Dwiwarna Shareholder on the Board of
memberikan jaminan korporasi kepada Garuda Directors’ plan to provide corporate guarantee to Garuda
Indonesia Holiday France S.A.S. (2 kali); Indonesia Holiday France S.A.S. (2 times);
atas rencana pelaksanaan Audit Laporan Keuangan the Board of Directors on the plan to perform Audit
per 30 Juni 2019 sesuai permintaan Menteri Badan of Financial Statements as of June 30, 2019 at the
Usaha Milik Negara; request of the Minister of State-Owned Enterprises;
9. Nasihat/catatan Dewan Komisaris kepada Direksi untuk 9. Advice/notes from the Board of Commissioners to the
menindaklanjuti dengan segera atas sanksi OJK dan Board of Directors to immediately follow up on the
BEI terhadap Laporan Keuangan Tahun buku 2018 sanction of OJK and IDX on the Financial Statements for
dan Laporan Triwulan I Tahun 2019; the 2018 Fiscal Year and 1st Quarterly Reports of 2019;
10. Nasihat/catatan Dewan Komisaris kepada Direksi atas 10. Advice/notes from the Board of Commissioners to
tindak lanjut rekomendasi Badan Pemeriksa Keuangan the Board of Directors on the follow up of Indonesian
(BPK RI); Supreme Audit Institution (BPK RI) recommendations;
Direksi atas perubahan struktur organisasi induk Garuda commissioners to the Board of Directors for changes in
Indonesia; the structure of parent organization of Garuda Indonesia;
Direksi atas pemberian jaminan korporasi kepada Commissioners to the Board of Directors for the granting
Garuda Indonesia Holiday France S.A.S; of corporate guarantee to Garuda Indonesia Holiday
France S.A.S;
13. Persetujuan/Rekomendasi Dewan Komisaris kepada Direksi 13. Approval/Recommendation from the Board of Commissioners
untuk melakukan penghapusbukuan dan pemindahtanganan to the Board of Directors to write off and transfer the fixed
aktiva tetap berupa Unit Loading Device; assets in the form of a Loading Device Unit;
14. Nasihat/catatan Dewan Komisaris kepada Direksi 14. Advice/notes from the Board of Commissioners to the
atas rencana right issue saham anak perusahaan PT Board of Directors regarding the plan for rights issue
Gapura Angkasa; of a subsidiary, PT Gapura Angkasa;
atas rencana konversi piutang menjadi saham dan Board of Directors regarding the plan to convert receivables
penambahan modal ditempatkan pada Citilink. to shares and increase capital placement at Citilink;
FREKUENSI DAN CARA PEMBERIAN FREQUENCY AND MECHANISM TO GIVE

NASIHAT KEPADA DIREKSI ADVICE TO THE BOARD OF DIRECTORS
Dewan Komisaris memiliki mekanisme pemberian nasihat The Board of Commissioners has a mechanism for providing
kepada Direksi melalui Rapat Gabungan Dewan Komisaris advice to the Board of Directors through a Joint Meeting
dan Direksi. Rapat dengan komite penunjang Dewan of the Board of Commissioners and Board of Directors.
Komisaris dengan mengundang unit kerja terkait serta Meeting with the supporting committee of the Board of
kunjungan lapangan. Selama tahun 2019, Dewan Komisaris Commissioners by inviting the relevant work units and field
telah menyelenggarakan Rapat Gabungan sebanyak 21 (dua visits. During 2019, the Board of Commissioners held 21
puluh satu) kali rapat. Rapat Gabungan didahului dengan (twenty one) Joint Meetings. The Joint Meeting is preceded
Rapat internal Dewan Komisaris. Selama tahun 2019, Dewan by an Internal Meeting of the Board of Commissioners.
Komisaris telah menyelenggarakan rapat internal Dewan During 2019, the Board of Commissioners held 13 (thirteen)
Komisaris sebanyak 13 (tiga belas) kali rapat. internal meetings.
PENILAIAN ATAS KINERJA DIREKSI ASSESSMENT OF BOARD OF

DIRECTORS’ PERFORMANCE
Penilaian atas kinerja Direksi berdasarkan ketentuan In assessing Board of Directors’ performance is based on the
surat KBUMN No.S08/S.MBU/2013. Dewan Komisaris provision of KBUMN letter No.S08/S.MBU/2013. The Board
mempertimbangkan beberapa faktor yaitu aspek keuangan of Commissioners considers several factors, which are financial
dan pasar, aspek fokus pelanggan, aspek efektivitas and market aspects, customer focus aspects, product and
produk dan proses, aspek fokus tenaga kerja dan process effectiveness aspects, workforce focus, and aspects
aspek kepemimpinan, tata kelola, dan tanggung jawab of leadership aspect, governance, and social responsibility. An
kemasyarakatan. Penjelasan terhadap penilaian kinerja explanation of the Board of Directors performance evaluation
Direksi selama tahun buku disajikan sebagai berikut. during the fiscal year is presented as follows.

Tantangan perekonomian global maupun nasional yang Global and national economic challenges that occur in
terjadi di 2019 sangat memberikan pengaruh terhadap kinerja 2019 greatly affected the Company’s performance as
Perseroan sebagai Perseroan yang bergerak di bidang maskapai the Company engaged in the field of airlines. The world
penerbangan. Perekonomian dunia mengalami perlambatan economy experienced a slowdown in growth, from 3.6%
pertumbuhan, dari sebesar 3,6% di tahun 2018 menjadi 2,9% in 2018 to 2.9% in 2019. The same thing happened in
di tahun 2019. Hal yang sama terjadi pada perekonomian the national economy which also experienced a decline in
nasional yang juga mengalami penurunan pertumbuhan, growth, although not too significant. Indonesia’s economic
meskipun tidak terlalu signifikan. Pertumbuhan ekonomi growth in 2019 of 5.02% was a slight decreased compared
Indonesia tahun 2019 sebesar 5,02% sedikit mengalami to that of 2018 of 5.17%.
penurunan dibandingkan tahun 2018 yang sebesar 5,17%.
Kondisi perekonomian global maupun nasional yang masih Global and national economic conditions that still faced
menghadapi tantangan yang cukup signifikan telah memberikan significant challenges have had an impact on the aviation
dampak terhadap industri penerbangan. Industri penerbangan industry. The global aviation industry in general experienced
global secara umum mengalami penurunan kinerja di tahun a decline in performance in 2019 compared to that of 2018.
2019 dibandingkan tahun 2018. Jumlah penumpang domestik The number of domestic passengers decreased significantly
mengalami penurunan signifikan sebesar 20,11% sedangkan by 20.11% while international passengers decreased by
penumpang internasional mengalami penurunan sebesar 1.50%. In total, the number of passengers in Indonesia
1,50%. Secara total jumlah penumpang di Indonesia mengalami experienced decrease by 15.09% compared to that of 2018.
penurunan sebesar 15,09% dibandingkan tahun 2018.
Dari aspek keuangan dan pasar, Perseroan telah berhasil From the financial and market aspects, the Company
meningkatkan pendapatan usaha tahun 2019 mejadi succeeded in increasing operating revenues in 2019 to be
sebesar USD4,57 miliar, meningkat 5,59% dibandingkan USD4.57 billion, an increase of 5.59% compared to that
dengan tahun 2018 sebesar USD4,33 miliar. Peningkatan of 2018 of USD4.33 billion. The increase in operating
pendapatan usaha tersebut kemudian diikuti dengan revenue was then followed by an increase in income for
peningkatan laba tahun berjalan tahun 2019 yang mencapai the year 2019 which reached USD6.46 million, an increase
USD6,46 juta, meningkat sebesar 102,82% dibandingkan of 102.82% compared to that of 2018, which suffered a
tahun 2018 mengalami kerugian sebesar USD228,89 loss of USD228.89 million. Financial position in 2019,
juta. Posisi keuangan, pada tahun 2019, Perseroan telah the Company succeeded in increasing Assets and Equity.
berhasil meningkatkan Aset dan Ekuitas. Aset tahun 2019 Assets in 2019 reached USD4.46 billion, an increase of
mencapai USD4,46 miliar meningkat 7,22% dibandingkan 7.22% compared to that of 2018 which reached USD4.16
tahun 2018 yang mencapai USD4,16 miliar. Ekuitas tahun billion. Equity in 2019 reached USD720.62 million, an
2019 mencapai USD720,62 juta, meningkat 12,63% increase of 12.63% compared to that of 2018 which reached
dibandingkan tahun 2018 yang mencapai USD639,81 juta. USD639.81 million.
Dari aspek fokus pelanggan, meskipun pangsa pasar di From the customer focus aspect, although the market
Indonesia mengalami penurunan dibandingkan tahun 2018, share in Indonesia decreased compared to that of 2018,
namun Perseroan berhasil meningkatkan pangsa pasar domestik the Company managed to increase the Group’s domestic
Group sebesar 3,22% dibanding tahun 2018. Pada tahun market share by 3.22% compared to that of 2018. In
2019 Garuda Indonesia domestik memiliki pangsa pasar 2019, Garuda Indonesia domestically had a market share of
sebesar 29,14% sedangkan Citilink sebesar 13,26 sehingga 29.14% while Citilink of 13.26, thus in total, the Company
secara total Perseroan memiliki pangsa pasar domestik sebesar had a domestic market share of 42.40%. This increase in
42,40% peningkatan pangsa pasar domestik ini seiring dengan domestic market share was in line with the increase in
peningkatan kepuasan pelanggan terhadap pelayanan yang customer satisfaction with the services provided by the
diberikan Perseroan secara Group. Company as a Group.
Selain itu Garuda Indonesia juga mencapai The Best on Furthermore, Garuda Indonesia also achieved the Best On
Time Performance (OTP) sebagai Five Star Airline dengan Time Performance (OTP) as a Five-Star Airline with OTP
nilai OTP sebesar 91,6% tertinggi di dunia sesuai dengan value of 91.6%, the highest in the world according to the
penghargaan yang resmi diberikan oleh Official Airline official award given by the Official Airline Flight Guide
Guide Flight View pada 27 Juni 2019. View on June 27, 2019.
Berdasarkan aspek efektivitas produk dan proses, Cost per Based on aspects of product and process effectiveness,
unit ASK (CASK) sebesar USc 6,42 mengalami peningkatan the Cost per unit of ASK (CASK) of USc 6.42 increased
sebesar 5,25% dibandingkan dengan tahun 2018 hal ini by 5.25% compared to that of 2018. This was due to

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disebabkan oleh penyesuaian kapasitas produksi yang the adjustment of production capacity performed by the
dilakukan Perseroan. Namun di sisi lain Perseroan dapat Company. However on the other hand, the Company can
menutupi kenaikan biaya per unit dengan meningkatkan cover the increase in unit costs by increasing yields to
yield untuk menjaga profitabilitas perseroan dan melakukan maintain the Company’s profitability and perform operational
efisiensi biaya operasional terutama dari biaya bahan bakar cost efficiency, especially of fuel costs and aircraft rental.
dan sewa pesawat.
Berdasarkan aspek fokus tenaga kerja, setelah 5 tahun Based on the aspect of workforce focus, after 5 years in
berturut-turut Garuda memperoleh penghargaan sebagai a row Garuda received an award as The Best Cabin Crew.
The Best Cabin Crew, pada tahun 2019 Garuda Indonesia In 2019, Garuda Indonesia still second rank place after
masih mencapai peringkat kedua setelah Singapore Airlines. Singapore Airlines.
Berdasarkan aspek kepemimpinan, tata kelola, dan tanggung Based on aspects of leadership, governance, and social
jawab kemasyarakatan, hasil pelaksanaan evaluasi (review) responsibility, the evaluation (review) results of the
atas penerapan GCG Perseroan untuk tahun buku 2019 implementation of Company’s GCG for the 2019 fiscal
yang dilaksanakan di 2020 dilakukan oleh Perseroan secara year, which was evaluated in 2020 by the Company on
self assessment dengan asistensi dari assessor independen, a self-assessment with the assistance of the Company’s
Perseroan memperoleh skor 80,012 dengan kategori “Sangat independent assessor, obtained a score of 80.012 with
Baik”. Selain itu Perseroan juga telah menyalurkan dan untuk the category “Very Good”. Furthermore, the Company
Program Kemitraan dan Bina Lingkungan (PKBL) sebesar also distributed fund for Partnership and Community
IDR7,43 miliar atau meningkat dibandingkan dengan tahun Development Program (PKBL) of Rp7.43 billion, an increase
2018 sebesar IDR5,33 miliar. Perusahaan juga secara rutin compared to that of 2018 of Rp5.33 billion. The Company
dan tepat waktu menyampaikan Laporan Realisasi Investasi, also routinely and timely reports on Investment Realization,
Laporan Keuangan, RKAP, Laporan Evaluasi Kinerja, serta Financial Statements, RKAP, Performance Evaluation, and
Laporan Analyst Meeting dalam portal BUMN. Analyst Meeting Reports in the SOE portal.
Penilaian atas kinerja Direksi secara detail sebagai berikut: Details of the Board of Directors’ performance assessment
are as follows:
Indikator Penilaian Target Prestasi Keterangan
Assessment Indicators Target Achievement Description
I. Aspek Keuangan dan Pasar Tidak tercapai

20,00 18,48
I. Financial and Market Aspects Not Achieved
II. Aspek Fokus Pelanggan Tercapai
24,00 24,15
II. Customer Focus Aspects Achieved
III. Aspek Efektivitas Produk dan Proses Tercapai
18,00 18,24
III. Product & Process Effectiveness Aspects Achieved
IV. Aspek Fokus Tenaga Kerja Tidak tercapai
20,00 16,87
IV. Workforce Focus Aspects Not Achieved
V. Aspek Kepemimpinan, Tata Kelola, dan Tanggung Jawab Kemasyarakatan Tidak tercapai
18,00 16,68
V. Aspect of Leadership, Governance, and Community Not Achieved
Tidak Tercapai
Total 100,00 94,43
Not Achieved
Berdasarkan beberapa pertimbangan di atas, Dewan Based on the above considerations, the Board of
Komisaris memberikan apresiasi setinggi-tingginya atas Commissioners highly appreciates the target achievements
pencapaian target Direksi sebesar 94,43% dalam kegiatan of the Board of Directors amounted 94.43% in managing the
kepengurusan Perseroan di tengah kondisi perekonomian Company in the midst of challenging economic conditions
yang penuh dengan tantangan di tahun 2019. in 2019.
PANDANGAN ATAS PROSPEK USAHA VIEWS ON BUSINESS PROSPECTS

YANG DISUSUN DIREKSI PREPARED BY THE BOARD OF DIRECTORS
Dewan Komisaris berpandangan bahwa prospek usaha yang The Board of Commissioners views that the business
telah disusun oleh Direksi sudah realistis meskipun berbagai prospects prepared by the Board of Directors are already
pihak melakukan revisi prediksi pertumbuhan ekonomi dunia realistic even though various parties have revised the global
maupun nasional dikarenakan adanya pandemi Covid 19. and national economic growth predictions due to the

Bank Indonesia menyatakan bahwa perekonomian dunia Covid 19 pandemic. Bank Indonesia states that the world
yang sebelumnya diprediksi oleh World Bank pada kisaran economy, which was previously predicted by the World
2,5% akan mengalami ketidakpastian yang sangat tinggi dan Bank at around 2.5%, will experience very high uncertainty
menurunkan kinerja pasar keuangan global, menekan banyak and reduce the performance of global financial markets,
mata uang dunia, serta memicu pembalikan modal kepada depress many world currencies, and trigger a reversal of
aset keuangan yang dianggap aman. Prospek pertumbuhan capital to financial assets that are considered safe. The
ekonomi dunia juga menurun akibat terganggunya rantai prospect of world economic growth is also declining due
penawaran global, menurunnya permintaan dunia, dan to the disruption of global supply chains, decrease of world
melemahnya keyakinan pelaku ekonomi. demand, and weakening confidence in economic actors.
Proyeksi ekonomi Republik Indonesia sudah turun menjadi The economic projection of the Republic of Indonesia has
4,2%-4,6% dari sebelumnya 5,0%-5,4%. Proyeksi tersebut fallen to 4.2% -4.6% from the previous 5.0% - 5.4%. The
dipengaruhi adanya kasus pandemi virus corona (Covid-19) projection is influenced by the corona virus (Covid-19)
yang juga melanda Indonesia. Namun demikian, Gubernur pandemic case, which also hit Indonesia. However, the
Bank Indonesia menyatakan bahwa pasca berakhirnya Governor of Bank Indonesia stated that post Covid-19,
Covid-19, pertumbuhan ekonomi 2021 diperkirakan economic growth in 2021 is predicted to increase to 5.2-
kembali meningkat menjadi 5,2-5,6 persen. Pulihnya 5.6 percent. The economic recovery next year will be
perekonomian pada tahun depan, dipengaruhi upaya influenced by the government’s efforts to improve the
pemerintah memperbaiki iklim investasi melalui Rancangan investment climate through the Draft (RUU) of Omnibus
Undang-Undang (RUU) Omnibus Law Cipta Kerja dan Law on Employment and Taxation. This optimism will
Perpajakan. Optimisme ini juga tentu akan memberikan certainly have a positive influence on the Company’s business
pengaruh positif terhadap prospek usaha Perseroan ke prospects to the future.
depan.
Berdasarkan hal tersebut, Dewan Komisaris tetap Based on this, the Board of Commissioners remains optimistic
berpandangan optimis akan prospek usaha Perseroan on the Company’s business prospects to the future. The
kedepannya. Potensi pasar penumpang penerbangan dapat potential market for airline passengers can be predicted
diprediksi dari komposisi jumlah masyarakat kelas menengah from the composition of the number of Middle Class and
atau Middle Class and Affluent Consumer (MAC) di suatu Affluent Consumer (MAC) in a country. Currently, the
negara. Saat ini pertumbuhan jumlah masyarakat kelas growth of the middle class or MAC population in Indonesia
menengah atau MAC di Indonesia terjadi di Pulau Jawa is happening on Java and Sumatra islands, with a potential
dan Sumatera, dengan potensi total populasi sebesar 141 total population of 141 million by 2020. Based on data
juta di tahun 2020. Berdasarkan data dari Kementerian from the Ministry of Transportation combined with data
Perhubungan yang dikombinasi dengan data dari BPS, from Statistics Indonesia (BPS), in 2020-2030 the domestic
pada tahun 2020-2030 pertumbuhan pasar domestik market growth is predicted to be 5.7% while the international
diprediksi sebesar 5,7% sedangkan pasar internasional market is predicted to be 4.0%.
diprediksi sebesar 4,0%.
Prospek Usaha Garuda Indonesia juga terlihat dari adanya Garuda Indonesia’s Business Prospects can also be seen
dukungan dari Strategic Business Unit (SBU) dan Entitas from the support of the Strategic Business Unit (SBU) and
Anak yang dimiliki Perseroan. Dalam menjalankan bisnisnya, its Subsidiaries. In running its business, Garuda Indonesia
Garuda Indonesia didukung oleh SBU dan entitas anak is supported by SBU and its subsidiaries which consist of
yang terdiri dari SBU Loyalty and Ancillary Revenue dan SBU Loyalty and Ancillary Revenue and Umrah and Hajj, as
Umrah and Hajj serta entitas anak baik dalam bidang well as its subsidiaries in aviation and non-aviation fields.
aviasi maupun non aviasi. Dalam perusahaan bidang aviasi, In aviation sector, Garuda Indonesia Group has Garuda
Garuda Indonesia Group memiliki perusahaan Garuda Indonesia, GMF AeroAsia, and Citilink. In non-aviation
Indonesia, GMF AeroAsia, dan Citilink. Sedangkan untuk sector, Garuda Indonesia Group has Aerowisata, Asyst, Sabre
perusahaan bidang non aviasi Garuda Indonesia Grup Travel Network Indonesia, and Garuda Indonesia Holiday
memiliki perusahaan Aerowisata, Asyst, Sabre Travel France, which cooperate in order to support the development
Network Indonesia, dan Garuda Indonesia Holiday France of Garuda Indonesia. Such support will strengthen the
yang bekerjasama dalam mendukung pengembangan dari Company’s business prospects in the future.
Garuda Indonesia. Dukungan tersebut, akan memperkuat
prospek usaha Perseroan di masa yang akan datang.

Laporan Manajemen
Management Report
PANDANGAN ATAS PENERAPAN TATA VIEWS ON CORPORATE GOVERNANCE

KELOLA PERUSAHAAN IMPLEMENTATION
Pada tahun 2019, Garuda Indonesia menghadapi tantangan In 2019, Garuda Indonesia faced challenges related to
terkait penerapan tata kelola perusahaan. Oleh karena the implementation of corporate governance. Therefore,
itu, Dewan Komisaris berpandangan bahwa Direksi telah the Board of Commissioners views that the Board of
menghadapi tantangan tersebut dengan baik yang terlihat Directors faced such challenges properly as seen from the
dari pencapaian kinerja yang baik di tahun 2019. Dewan good performance achievement in 2019. The Board of
Komisaris berpandangan bahwa beberapa mekanisme Commissioners views that several corporate governance
corporate governance, seperti sistem pengendalian internal, mechanisms, such as the internal control system,
penerapan kode etik dan whistleblowing system telah implementation of code of conduct, and whistleblowing
dijalankan dengan baik. system have been implemented well.
SISTEM PENGENDALIAN INTERNAL INTERNAL CONTROL SYSTEM

Pengawasan dan pengendalian internal pada tingkat Dewan Monitoring and internal control at the Board of Commissioners
Komisaris dibantu oleh Komite Audit. Fungsi pengawasan level are assisted by the Audit Committee. The monitoring
dan pengendalian juga mencakup fungsi yang melekat pada and control functions also include functions inherent in each
setiap unit bisnis termasuk unit-unit pendukung (embedded business unit, including the supporting units (embedded
internal control), Unit Internal Audit, dan Manajemen Risiko. internal control), Internal Audit Unit, and Risk Management.
Hasil pelaksanaan pengawasan selama tahun 2019, unit The monitoring results throughout 2019 showed that
Internal Audit PT Garuda Indonesia (Persero) Tbk telah the Internal Audit unit of PT Garuda Indonesia (Persero)
melaksanakan Program Kerja Pengawasan Tahunan, atas Tbk conducted the Annual Supervision Work Program. By
pelaksanaan program kerja tersebut Internal Audit PT conducting the work program, PT Garuda Indonesia’s Internal
Garuda Indonesia telah menerbitkan 54 laporan hasil Audit had published 54 audit reports, consisting of 41 Audit
pemeriksaan, terdiri dari 41 Laporan Hasil Pemeriksaan Reports (LHP) and 13 examination results in the form of
(LHP) dan 13 hasil pemeriksaan dalam bentuk Interoffice Interoffice Correspondence (IOC). From the examination
Correspondence (IOC), dari hasil pemeriksaan Internal Audit results, Internal Audit had submitted audit findings and
telah menyampaikan temuan audit dan rekomendasi untuk recommendations for business process improvement to
perbaikan bisnis proses kepada unit-unit terkait yang ada the related units in Garuda and units in the Subsidiaries.
di Garuda dan unit di Anak Perusahaan.
Berdasarkan hasil pemeriksaan atas kegiatan operasional Based on the examination results of the Company’s
Perseroan sepanjang tahun 2019, diperoleh kesimpulan operational activities throughout 2019, it was concluded
bahwa sistem pengendalian internal Perseroan telah that the Company’s internal control system had been carried
dilakukan secara memadai dan konsisten. Dewan Komisaris out adequately and consistently. The Board of Commissioners
memandang bahwa sistem pengendalian internal secara considers that the internal control system in general has
umum sudah berjalan dengan baik, efektif dan efisien, been running well, effectively, and efficiently, but it still
tetapi masih memerlukan perbaikan dan penyempurnaan needs improvement and refinement in the system and
dalam aspek sistem maupun kebijakan. policy aspects.
PENERAPAN CODE OF CONDUCT IMPLEMENTATION OF CODE OF CONDUCT

Dalam rangka pengembangan dan penyempurnaan praktik In the context of developing and refining Good Corporate
Good Corporate Governance (GCG), Perseroan telah Governance (GCG) practices, the Company has formulated a
merumuskan kebijakan terkait kode etik berupa Pedoman Etika policy related to a code of ethics in the form of Code of Business
Bisnis dan Etika Kerja yang berperan sebagai pedoman standar Ethics and Work Ethics, which acts as a standard guideline for
sikap dan perilaku dalam pelaksanaan segenap aktivitas bisnis attitudes and behavior in the implementation of all business
sekaligus pencapaian visi dan misi Perseroan. Sebagai pedoman activities while achieving the Company’s vision and missions.
sikap dan perilaku, Pedoman Etika Bisnis dan Etika Kerja As a guideline for attitudes and behavior, the Code of Business
mengacu pada praktik industri terbaik dengan memperhatikan Ethics and Work Ethics refers to the industry best practices
kesesuaian terhadap peraturan perundang-undangan yang with due regard to compliance with the applicable laws and
berlaku di Indonesia. Melalui penerapan Pedoman Etika regulations in Indonesia. By comprehensively implementing the
Bisnis dan Etika Kerja yang menyeluruh untuk seluruh insan Code of Business Ethics and Work Ethics by all employees of
Perseroan tanpa terkecuali, Dewan Komisaris berpandangan the Company without exception, the Board of Commissioners
bahwa Perseroan telah mampu meningkatkan kesadaran dan believes that the Company has been able to increase awareness

mengarahkan pola pikir, sikap, dan perilaku segenap pegawai and direct the mindset, attitudes, and behavior of all employees
pada pengelolaan usaha yang baik sesuai prinsip-prinsip GCG to good business management in accordance with GCG
dan hubungan yang selaras dengan pemangku kepentingan principles and harmonious relationship with the stakeholders
dalam jangka waktu panjang. in the long-term.
Hasil pemeriksaan yang dilakukan Unit Audit Internal tahun The results of examination conducted by the Internal
2019 menghasilkan sebanyak 335 (tiga ratus tiga puluh Audit Unit in 2019 resulted in 335 (three hundred thirty-
lima) rekomendasi yang sedang dalam proses dan telah five) recommendations in which 100 (one hundred)
selesai ditindaklanjuti sebanyak 100 (seratus) rekomendasi. recommendations were in process and had been completed.
Sedangkan hasil pemeriksaan yang dilakukan oleh Eksternal While the results of examination conducted by the External
Auditor, yaitu BPK RI, total terdapat 184 (seratus delapan Auditor, which was BPK RI, a total of 184 (one hundred
puluh empat) rekomendasi dan sebanyak 153 (seratus lima eighty-four) recommendations were given and as many as
puluh tiga) rekomendasi telah selesai ditindaklanjuti per 153 (one hundred fifty-three) recommendations had been
31 Desember 2019. followed up as of December 31, 2019.
PENERAPAN IMPLEMENTATION OF
WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM
Perseroan memiliki sistem pelaporan dugaan pelanggaran The Company has a whistleblowing system (WBS) reporting
atau whistleblowing system (WBS) secara online melalui system for alleged violations online through a web-based
sistem berbasis web dengan alamat www.ga-whistleblower. system at the address www.ga-whistleblower.com or
com atau melalui surat elektronik whistleblower@garuda- via e-mail whistleblower@garuda-indonesia.com. WBS
indonesia.com. Pengelolaan WBS meliputi kegiatan management includes handling reports, investigating reports,
penanganan laporan, investigasi laporan, hingga penindakan and taking action against the reported parties if there is
terhadap terlapor apabila terbukti terjadi pelanggaran evidence of violations of business ethics and work ethics.
etika bisnis dan etika kerja. Pihak yang mengelola WBS The party managing WBS is conducted by an independent
dilakukan oleh pihak independen. Laporan-laporan yang party. Reports entering the WBS website are handled by
masuk ke website WBS ditangani oleh WBS Officer yang the WBS Officer who will conduct an analysis of whether
akan melakukan analisis mengenai ada atau tidaknya indikasi or not there are indications of violations of business ethics
pelanggaran etika bisnis maupun etika kerja. or work ethics.
Dewan Komisaris senantiasa memastikan bahwa setiap laporan The Board of Commissioners always ensures that every
yang masuk melalui WBS telah ditindaklanjuti oleh Direksi report submitted through WBS has been followed up by
Perseroan. Independensi dari tindak lanjut laporan tersebut the Company’s Board of Directors. The independence
menjadi fokus perhatian Dewan Komisaris dan merupakan of the follow-up to the report is the focus of the Board
bagian dari fungsi Dewan Komisaris terkait dengan program of Commissioners’ attention and is part of the Board of
WBS. Dewan Komisaris berpandangan bahwa penerapan WBS Commissioners’ functions related to the WBS program. The
telah berjalan dengan baik. Pada tahun 2019, jumlah total Board of Commissioners believes that the WBS system has
laporan yang diterima di website dan email yang dikelola oleh been properly implemented. In 2019, the total number of
WBS Officer adalah berjumlah 20 laporan. Dari total laporan reports received via the website and e-mail managed by
yang masuk tersebut sebanyak 4 laporan atau sebesar 20% the WBS Officer was 20 reports. From the total reports
di antaranya merupakan laporan terkait dugaan pelanggaran, submitted, 4 reports or 20% of them are reports related to
sedangkan sisanya sebanyak 16 laporan atau sebesar 80% alleged violations, while the remaining 16 reports or 80%
bukan termasuk laporan dugaan pelanggaran. Laporan terkait are not included as reports of alleged violations. Reports
dugaan pelanggaran telah ditindaklanjuti dan telah diproses related to alleged violations have been followed up and have
sesuai ketentuan yang berlaku. been processed according to the applicable regulations.
Namun demikian, Dewan Komisaris memberikan arahan bahwa However, the Board of Commissioners gives direction that in
kedepannya Perseroan harus terus berupaya untuk membenahi the future the Company must continue to strive to improve
dan memperbaiki sistem WBS agar dapat berjalan dengan and refine the WBS system so that it can run effectively
efektif dan efisien. Berbagai metode sosialisasi harus terus and efficiently. Various methods of dissemination must
digaungkan guna meningkatkan pemahaman dan kesadaran continue to be echoed in order to increase each individual’s
setiap individu. Upaya ini dilakukan dengan menyempurnakan understanding and awareness. This effort is carried out
peraturan, bekerja sama dengan pihak independen serta by perfecting regulations, cooperating with independent
memastikan sistem informasi teknologi yang digunakan untuk parties. and ensuring that the information technology
WBS berjalan dengan lancar. system used for WBS runs smoothly.

Laporan Manajemen
Management Report
PENILAIAN ATAS KINERJA KOMITE- PERFORMANCE ASSESMENT OF

KOMITE DI BAWAH DEWAN COMMITTEES UNDER THE BOARD OF
KOMISARIS COMMISSIONERS
Sampai dengan saat ini belum ditetapkan kebijakan Dewan Until now the Board of Commissioners’ policy to assess the
Komisaris untuk melakukan penilaian atas kinerja komite di performance of committees under the Board of Commissioners
bawah Dewan Komisaris, pada tahun 2020 akan ditetapkan has not yet been established. In 2020, the assessment policy
kebijakan penilaian tersebut. Saat ini penilaian Komite di will be established. Currently, evaluation of Committee’s under
bawah Dewan Komisaris dilaksanakan dari tingkat kehadiran the Board of Commissioners is carried out at the attendance
dari rapat. Rata-rata tingkat kehadiran sebesar 84%. level of meeting. The average attendance rate is 84%.
PERUBAHAN KOMPOSISI CHANGES IN THE COMPOSITION OF

DEWAN KOMISARIS BOARD OF COMMISSIONERS
Selama tahun 2019, Komposisi anggota Dewan Komisaris Throughout 2019, the composition of the Company’s Board
Perseroan mengalami beberapa kali perubahan. Perubahan of Commissioners underwent several changes. Changes in
komposisi didasarkan pada keputusan Menteri Badan the composition were based on decision of the Minister
Usaha Milik Negara (BUMN) selaku Pemegang Saham Seri of State-Owned Enterprises (BUMN) as the Dwiwarna
A Dwiwarna PT Garuda Indonesia (Persero) Tbk. Perubahan Series A Shareholder of PT Garuda Indonesia (Persero) Tbk.
komposisi Dewan Komisaris selama tahun 2019 adalah Changes in the composition of the Board of Commissioners
sebagai berikut. throughout 2019 are as follows.
KOMPOSISI DAN DASAR PENGANGKATAN COMPOSITION AND BASIS OF

DEWAN KOMISARIS PERIODE 1 JANUARI – APPOINTMENT OF BOARD OF
24 APRIL 2019 COMMISSIONERS PERIOD OF JANUARY 1,
- APRIL 24, 2019
Komposisi Dewan Komisaris periode 1 Januari – 24 April The composition of the Board of Commissioners for the period
2019 sebanyak 7 (tujuh) orang yang terdiri dari 1 (satu) of January 1, - April 24, 2019, consisted of 7 (seven) members,
orang Komisaris Utama dan Komisaris Independen, 2 (dua) which were 1 (one) President Commissioner and Independent
orang Komisaris Independen dan 4 (empat) orang Komisaris. Commissioner, 2 (two) Independent Commissioners, and 4
(four) Commissioners.
Nama Jabatan Dasar Pengangkatan Tanggal Efektif

Name Position Basis of Appointment Effective Date
Komisaris Utama dan Komisaris Independen

RUPS Luar Biasa tanggal 12 September 2018 12 September 2018
Agus Santoso President Commissioner and Independent
Extraordinary GMS dated September 12, 2018 September 12, 2018
Commissioner
Komisaris Independen RUPS Tahunan tanggal 19 April 2018 19 April 2018
Herbert Timbo P Siahaan
Independent Commissioner Annual GMS dated April 19, 2018 April 19, 2018
Komisaris Independen RUPS Luar Biasa tanggal 12 September 2018 12 September 2018
Insmerda Lebang
Independent Commissioner Extraordinary GMS dated September, 12 2018 September, 12 2018
Komisaris RUPS Luar Biasa tanggal 12 Desember 2014 12 Desember 2014
Muzaffar Ismail
Commissioner Extraordinary GMS dated December 12, 2014 December 12, 2014
Dony Oskaria
Chairal Tanjung
Komisaris RUPS Tahunan tanggal 19 April 2018 19 April 2018
Luky Alfirman
Commissioner Annual GMS dated April 19, 2018 April 19, 2018

DIREKSI PERIODE 24 APRIL – 31 DESEMBER APPOINTMENT OF BOARD OF
2019 COMMISSIONERS PERIOD OF APRIL 24, -
DECEMBER 31, 2019
Melalui RUPS Tahunan tanggal 24 April 2019, RUPS Through the Annual GMS on April 24, 2019, the GMS
memberhentikan dengan hormat Bapak Agus Santoso sebagai respectfully dismissed Mr. Agus Santoso as the President
Komisaris Utama dan Komisaris Independen, Bapak Chairal Commissioner and Independent Commissioner, Mr. Chairal
Tanjung, Bapak Dony Oskaria, Bapak Muzaffar Ismail dan Tanjung, Mr. Dony Oskaria, Mr. Muzaffar Ismail, and Mr.

Bapak Luky Alfirman sebagai Anggota Dewan Komisaris Luky Alfirman as Members of the Company’s Board of
Perseroan. Selain itu RUPS mengangkat Bapak Sahala Lumban Commissioners. In addition, the GMS appointed Mr.
Gaol sebagai Komisaris Utama, Bapak Eddy Porwanto Poo Sahala Lumban Gaol as the President Commissioner, Mr.
sebagai Komisaris Independen dan pengangkatan kembali Eddy Porwanto Poo as Independent Commissioner, and
Bapak Chairal Tanjung sebagai Komisaris. reappointed Mr. Chairal Tanjung as Commissioner.
Sehingga Komposisi Dewan Komisaris periode 24 April – 31 Therefore, the Composition of the Board of Commissioners
Desember 2019 sebanyak 5 (lima) orang yang terdiri dari for the period April 24, - December 31, 2019, consisted
1 (satu) orang Komisaris Utama, 3 (tiga) orang Komisaris of 5 (five) members, which were 1 (one) President
Independen dan 1 (satu) orang Komisaris. Commissioner, 3 (three) Independent Commissioners,
and 1 (one) Commissioner.

Komisaris Utama RUPS Tahunan tanggal 24 April 2019 24 April 2019

Sahala Lumban Gaol
President Commissioner Annual GMS dated April 24, 2019 April 24, 2019
Komisaris Independen RUPS Luar Biasa tanggal 12 September 2018 12 September 2018
Insmerda Lebang
Independent Commissioner Extraordinary GMS dated September 12, 2018 September 12, 2018
Eddy Porwanto Poo
• RUPS Luar Biasa tanggal 12 Desember 2014
Komisaris • RUPS Tahunan tanggal 24 April 2019 12 Desember 2014
Chairal Tanjung
Commissioner • Extraordinary GMS dated December 12, 2014 December 12, 2014
• Annual GMS dated April 24, 2019
PENUTUP CLOSING
Demikian kami sampaikan Laporan Pelaksanaan Tugas Thus, we submit the Board of Commissioners’ Report for the
Dewan Komisaris untuk tahun buku 2019. Dewan Komisaris 2019 fiscal year. The Board of Commissioners expresses its
memberikan apresiasi yang setinggi-tingginya kepada highest appreciation to the Board of Directors and its staffs
Direksi beserta jajarannya yang telah mampu menghadapi who have been able to face various challenges internally
berbagai tantangan baik dari internal maupun eksternal and externally of the Company. The Board of Commissioners
Perseroan. Dewan Komisaris berharap bahwa ke depannya hopes that in the future the Company will remain consistent
Perseroan akan tetap konsisten dalam upayanya untuk in its efforts to improve its performance in the future.
dapat meningkatkan kinerjanya di masa yang akan datang.
Atas kepercayaan pemegang saham, Dewan Komisaris Upon the shareholders’ trust, the Board of Commissioners
mengucapkan terima kasih. Dewan Komisaris berkomitmen would like to thank you. The Board of Commissioners is
untuk tetap konsisten dalam menjalankan tugas ke depannya committed to remain consistent in carrying out its future
secara independen, sesuai dengan amanah yang diberikan. duties independently, in accordance with the mandate given.
Jakarta, 30 Maret 2020

Jakarta, March 30, 2020
Atas Nama Dewan Komisaris

On behalf of the Board of Commissioners
TRIAWAN MUNAF
Komisaris Utama
President Commissioner

Laporan Manajemen
Management Report
3 1 4

1
Triawan Munaf
Komisaris Utama | President Commissioner
2
Chairal Tanjung
Wakil Komisaris Utama | Vice President Commissioner
3
Elisa Lumbantoruan
Komisaris Independen | Independent Commissioner
4
Zannuba Arifah Ch. R
Komisaris Independen | Independent Commissioner
5
Peter F. Gontha
Komisaris | Commissioner
5 2

LAPORAN DIREKSI
LAPORAN DIREKSI

Laporan Manajemen
Management Report
5,59%
Pendapatan usaha tahun 2019 mencapai
USD4,57 miliar, meningkat 5,59%
dibandingkan tahun 2018 yang mencapai
USD4,33 miliar. Peningkatan pendapatan
kemudian diikuti dengan peningkatan laba
tahun berjalan 2019 yang mencapai USD6,46
juta, meningkat 102,82% dibandingkan
tahun 2018 yang mencatatkan rugi sebesar
USD228,89 juta. Hal yang sama juga terlihat
dari sisi aset dan ekuitas. Pada tahun 2019,
Perseroan telah berhasil meningkatkan
Aset dan Ekuitas. Aset tahun 2019
mencapai USD4,46 miliar meningkat 7,22%
USD4.16 miliar. Ekuitas tahun 2019 mencapai
USD720,62 juta, meningkat 12,63%
USD639,81 juta.
Operating revenues in 2019 reached USD4.57 billion,

an increase of 5.59% compared to that of 2018, which
reached USD4.33 billion. The increased revenue was
followed by the increase profit/(loss) for the year 2019
which reached USD6.46 million, an increase of 102.82%
compared to that of 2018, which recorded a loss of
USD228.89 million. Similarly, it is also seen in terms of
assets and equity. In 2019, the Company succeeded in
improving Assets and Equity. Assets in 2019 reached
USD4.46 billion, an increase of 7.22% compared to
2018, which reached USD4.16 billion. Equity in 2019
reached USD720.62 million, an increase of 12.63%
compared to that of 2018, which reached USD639.81
million.
Irfan Setiaputra
Direktur Utama | President & CEO

LAPORAN DIREKSI
Yang kami hormati para pemegang saham dan pemangku kepentingan Perseroan.
To the honorable shareholders and stakeholders of the Company.
Puji syukur kami panjatkan atas karunia-Nya, Perseroan All praise and gratitude are due to the Almighty God for
masih tetap mampu untuk memberikan kontribusi terbaik all the gifts bestowed upon us all, the Company is still able
kepada negara Indonesia dengan capaian yang diperoleh to provide the best contribution to the Indonesian country
di tahun 2019. Pada kesempatan ini perkenankanlah kami with its achievements in 2019. On this occasion, please
menyampaikan laporan kepengurusan Perseroan untuk allow us to submit the Company’s management report for
tahun buku 2019. the 2019 fiscal year.
ANALISIS ATAS KINERJA PERUSAHAAN ANALYSIS OF COMPANY

PERFORMANCE
Direksi telah berupaya dengan bersungguh-sungguh dalam The Board of Directors has made serious efforts in carrying
menjalankan kegiatan di tengah kondisi internal maupun out activities in the midst of internal and external conditions
eksternal yang menghadapi tantangan cukup signifikan. that face significant challenges. World economic growth
Pertumbuhan ekonomi dunia turun dari 3,6% pada tahun fell from 3.6% in 2018 to 2.9% in 2019. The trade war has
2018 menjadi 2,9% pada tahun 2019. Perang dagang telah reduced the economic growth of the United States (US) from
menurunkan pertumbuhan ekonomi Amerika Serikat (AS) dari 2.9% in 2018 to 2.3% in 2019. US exports have been under
2,9% pada tahun 2018 menjadi 2,3% pada tahun 2019. Ekspor pressure which has an impact on domestic demand, especially
AS mengalami tekanan sehingga berdampak pada permintaan non-residential investment and household consumption.
domestik, terutama investasi nonresidensial dan konsumsi Similarly in China, exports and investment have an impact
rumah tangga. Demikian halnya dengan Tiongkok, ekspor dan on China’s economic growth which decreased from 6.6% in
investasi berdampak pada pertumbuhan ekonomi Tiongkok 2018 to 5.9% in 2019. Economic growth in Europe, Japan,
yang menurun dari 6,6% pada tahun 2018 menjadi 5,9% pada India, and many countries also experienced pressure. Easing
2019. Pertumbuhan ekonomi di Eropa, Jepang, India, dan monetary policy by reducing interest rates and expanding
banyak negara juga mengalami tekanan. Pelonggaran kebijakan the Central Bank’s balance sheet in various countries was
moneter berupa penurunan suku bunga dan ekspansi neraca not able to prevent a slowdown in the world economy.
Bank Sentral di berbagai negara belum mampu mencegah
perlambatan ekonomi dunia.
Sejalan dengan perekonomian dunia, meskipun mengalami In line with the world economy, despite a slight increase, the
sedikit peningkatan, perekonomian Indonesia masih belum Indonesian economy has not yet fully recovered. Indonesia’s
sepenuhnya pulih. Pertumbuhan ekonomi Indonesia masih economic growth needs continuous encouragement so that
tetap perlu terus didorong sehingga tetap berdaya tahan di it remains resilient amid the risk of delays in the prospect
tengah risiko tertundanya prospek pemulihan perekonomian of world economy recovery. In 2019, economic growth
dunia. Pada 2019, pertumbuhan ekonomi tetap baik yakni remained good at 5.02%, although it was lower than that
5,02%, meskipun lebih rendah dibandingkan dengan tahun of 2018 of 5.17%.
2018 sebesar 5,17%.
Kondisi perekonomian dunia maupun nasional telah World and national economic conditions have had an impact
memberikan dampak terhadap industri penerbangan. on the aviation industry. The global aviation industry in
Industri penerbangan global secara umum mengalami general experienced a decline in performance in 2019
penurunan kinerja di tahun 2019 dibandingkan tahun compared to that of 2018. Passenger traffic (Revenue
2018. Pertumbuhan passenger traffic (Revenue Passenger Passenger Kilometers/RPK) growth in 2019 was 4.2%,
Kilometers/RPK) di tahun 2019 sebesar 4,2% mengalami a decrease compared to that of 2018, which was 7.4%.
penurunan dibandingkan tahun 2018 yang sebesar 7,4%. Whereas growth in Passenger Capacity (Available Seat
Sedangkan pertumbuhan Passenger Capacity (Available Kilometers/ASK) also decreased from 6.9% in 2018 to
Seat Kilometer/ASK) juga mengalami penurunan dari 3.5% in 2019. In line with the conditions of global aviation
6,9% di tahun 2018 menjadi 3,5% di tahun 2019. Sejalan industry, Asia Pacific Passenger traffic growth fell from 9.5%
dengan kondisi industri penerbangan global, pertumbuhan in 2018 to 4.7% in 2019. While Asia Pacific’s passenger
passenger traffic Asia Pasifik turun dari 9,5% di tahun 2018 capacity growth was 8.8% in 2018 and 4.4% in 2019. In line
menjadi 4,7% di tahun 2019. Sedangkan pertumbuhan with the global aviation industry, the growth of domestic air
passenger capacity Asia Pasifik dari 8,8% di tahun 2018 transport passengers during 2019 experienced a relatively

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menjadi 4,4% di tahun 2019. Sejalan dengan industri significant decline of up to 20.11% percent compared to
penerbangan global, pertumbuhan penumpang angkutan the same period the previous year.
udara domestik sepanjang tahun 2019 mengalami penurunan
yang cukup signifikan hingga 20,11% persen dibanding
periode yang sama tahun sebelumnya.
Untuk menghadapi seluruh tantangan dan peluang yang To face all of the existing challenges and opportunities,
ada, Garuda Indonesia telah berusaha memanfaatkan Garuda Indonesia has tried to utilize its strengths and try
kekuatan dan berusaha mengatasi keterbatasan yang to overcome its current limitations.
Garuda Indonesia miliki saat ini.
Strategi tahun 2019 merupakan bagian dari strategi jangka The 2019 strategy is part of the 2017-2020 Long-term
Panjang 2017-2020 yang menekankan pada “Beyond strategy that emphasizes “Beyond Airline Business”.
Airline Business.” Oleh karena itu, selain bisnis ini maskapai Therefore, in addition to this airline business, the 2019
penerbangan, Program Kerja tahun 2019 berfokus kepada Work Program focuses on major work programs to develop
program-program kerja utama untuk mengembangkan revenue beyond the aviation business, so that it becomes
pendapatan di luar bisnis penerbangan, sehingga menjadi a strong foundation for Garuda Indonesia to develop and
dasar yang cukup kuat bagi Garuda Indonesia untuk expand in the subsequent years. The strategies applied are:
berkembang dan berekspansi di tahun-tahun selanjutnya.
Strategi yang diterapkan adalah:
1. Multiple Joint Venture by Garuda Maintenance 1. Multiple Joint Ventures by Garuda Maintenance
Facility (GMF) Facility (GMF)
Sebagai entitas anak Garuda Indonesia yang bergerak As a subsidiary of Garuda Indonesia engaged in
di bidang Maintenance, Repair, dan Overhaul (MRO), Maintenance, Repair, and Overhaul (MRO), GMF
GMF AeroAsia memiliki potensi yang cukup besar AeroAsia has considerable large potential to continue
untuk terus mengembangkan bisnisnya, sebagai to develop its business as part of a strategic step after
bagian dari langkah strategis setelah Initial Public its Initial Public Offering (IPO) in the fourth quarter of
Offering (IPO) di kuartal IV tahun 2017. Sebagai 2017. Following the IPO, GMF together with Garuda
kelanjutan dari proses IPO tersebut, GMF bersama- are exploring the possibility of investment from one
sama dengan Garuda sedang menjajaki kemungkinan or more strategic investors in GMF. MRO business
adanya investasi dari satu atau lebih investor strategis development in Indonesia and Asia Pacific region
pada GMF. Pengembangan bisnis MRO di Indonesia would begin in 2019 through a joint venture with
dan lingkup Asia Pasifik akan dimulai di tahun 2019 several strategic partners.
ini melalui kerjasama joint venture dengan beberapa
partner strategis.
2. Joint Venture for International Routes in North 2. Joint Ventures for International Routes in North Asia,
Asia, Middle East and Europe Middle East, and Europe
Pengembangan jaringan rute penerbangan Garuda Development of Garuda Indonesia flight route network
Indonesia saat ini telah dibangun melalui rute dan has now been built through Garuda’s own routes and
destinasi penerbangan yang diterbangi sendiri oleh flight destinations, connectivity of SkyTeam flight
Garuda, konektivitas jaringan penerbangan anggota alliance network members, as well as interline and
aliansi penerbangan SkyTeam, serta kerjasama interline codeshare cooperation with several airline partners. To
dan codeshare dengan beberapa partner maskapai. reach potential routes that are not owned by Garuda
Untuk meraih potensi rute-rute yang belum dimiliki Indonesia in North Asia, Middle East, and Europe, in
oleh Garuda Indonesia di North Asia, Middle East, 2019 Garuda Indonesia planned to establish a strategic
dan Eropa, maka di tahun 2019 Garuda Indonesia partnership in the form of a joint venture with several
berencana untuk menjalin kerjasama strategis berupa partners in these areas.
joint venture dengan beberapa partner di area tersebut.
3. Garuda Aviation Services 3. Garuda Aviation Services
Pengembangan bisnis layanan aviasi Garuda Indonesia Development of Garuda Indonesia Group’s aviation
Group yang saling bersinergi (pemanfaatan sumber services business that synergizes with each other
daya yang terpusat/pool resources, penciptaan layanan (utilization of centralized resources/pool resources,
aviasi yang terintegrasi – katering, ground handling, creation of integrated aviation services - catering,
logistik, pergudangan dan lain-lain). ground handling, logistics, warehousing and others).

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4. Cargo End to End Solution 4. Cargo End to End Solution

Solusi layanan cargo end-to-end, yaitu layanan kargo End-to-end cargo service solution is an integrated
yang terintegrasi untuk pelanggan, dimulai dari layanan cargo service for customers, starting from the service
pengambilan barang di point of pick up lalu ke bandara of picking up goods at the pick up point then going to
(airport) hingga tempat tujuan. the airport (airport) to the destination.
Dalam periode jangka pendek, untuk mendukung In the short-term period, to support the implementation
pelaksanaan Program Kerja 2019 maka Garuda Indonesia of the 2019 Work Program, Garuda Indonesia had set a
menetapkan beberapa Strategi Jangka Pendek (Quick Wins) number of Short-Term Strategies (Quick Wins) to be able
untuk dapat segera memperbaiki kinerja, yang telah mulai to immediately improve its performance, which has been
dilakukan dengan progress yang baik di 2018 dan akan carried out with good progress in 2018 and will continue in
terus dilanjutkan di 2019. Garuda Indonesia akan fokus 2019. Garuda Indonesia will focus on improving employee
kepada peningkatan capability dan capacity pegawai, capability and capacity, increasing revenue and improving
peningkatan pendapatan dan memperbaiki struktur biaya cost structures through shared service-based organizations,
melalui organisasi yang berbasis shared service, termasuk including centralization of procurement, in order to increase
sentralisasi pengadaan, sehingga dapat meningkatkan customer internal satisfaction which ultimately will result
kepuasan internal customer yang akhirnya berujung in increased external customer satisfaction. The increase
peningkatan kepuasan external customer. Peningkatan in revenue is done through market expansion, improving
pendapatan dilakukan melalui perluasan pasar, memperbaiki products, changing the way of selling, closing leaks and
produk, merubah cara berjualan, menutup kebocoran- inefficiencies, running Business Integrated Logistics (not just
kebocoran dan ketidakefisienan, menjalankan Business Cargo), and New Business related to the air transportation
Integrated Logistic (bukan hanya Kargo), dan New Business world.
yang berhubungan dengan dunia transportasi udara.
Dengan menerapkan berbagai strategi tersebut, Perseroan By implementing these various strategies, the Company was
mampu memberikan kinerja yang baik di 2019. Meskipun able to provide good performance in 2019. Although the
kinerja belum mencapai yang ditargetkan, namun di tengah performance has not yet reached the target, nonetheless
tantangan yang dihadapi oleh Perseroan, kinerja Perseroan in the midst of the challenges faced by the Company,
tidak terlalu jauh dari yang ditargetkan. Pada tahun 2019, the Company’s performance was not too far from the
pendapatan usaha mencapai target sebesar 78,66%. target. In 2019, operating revenue reached the target of
Sedangkan untuk Available Seat Kilometers (ASK) dan 78.66%. Whereas Available Seat Kilometers (ASK) and
Passenger carried masing-masing mencapai 80,33% Passenger carried reached 80.33% and 78.76%, respectively.
dan 78,76%. Passenger yield berhasil melampaui target Passenger yield successfully exceeded the target which
yang mencapai 100,89% sedangkan untuk Cargo carried reached 100.89% while Cargo carried reached the target
mencapai target 70,94%. of 70.94%.
Meskipun target belum sepenuhnya tercapai, namun Although the target has not been fully achieved, the
kinerja Perseroan mengalami peningkatan dari tahun Company’s performance has improved from that of previous
sebelumnya. Pendapatan usaha tahun 2019 mencapai year. Operating revenues in 2019 reached USD4.57 billion,
USD4,57 miliar, meningkat 5,59% dibandingkan tahun an increase of 5.59% compared to that of 2018 which
2018 yang mencapai USD4,33 miliar. Peningkatan reached USD4.33 billion. The increase in revenue was
pendapatan kemudian diikuti dengan peningkatan laba then followed by the increase profit/(loss) for the year
tahun berjalan tahun 2019 yang mencapai USD6,46 juta, 2019 which reached USD6.46 million, an increase of
meningkat 102,82% dibandingkan tahun 2018 yang 102.82% compared to that of 2018 which recorded a loss
mencatatkan rugi sebesar USD228,89 juta. of USD228.89 million.
Hal yang sama juga terlihat dari sisi aset dan ekuitas. Pada Similar matter is also seen in terms of assets and equity.
tahun 2019, Perseroan telah berhasil meningkatkan Aset In 2019, the Company succeeded in increasing Assets
dan Ekuitas. Aset tahun 2019 mencapai USD4,46 miliar and Equity. Assets in 2019 reached USD4.46 billion, an
meningkat 7,22% dibandingkan tahun 2018 yang mencapai increase of 7.22% compared to that of 2018 which reached
USD4,16 miliar. Ekuitas tahun 2019 mencapai USD720,62 USD4.16 billion. Equity in 2019 reached USD720.62 million,
juta, meningkat 12,63% dibandingkan tahun 2018 yang an increase of 12.63% compared to that of 2018 which
mencapai USD639,81 juta. reached USD639.81 million.

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Pencapaian kinerja di tahun 2019 tidak dapat dipisahkan Achievement of performance in 2019 cannot be separated
dengan bagaimana Perseroan mengatasi kendala-kendala from how the Company overcomes the obstacles
yang dihadapi. Selain tantangan eksternal berupa kondisi encountered. In addition to external challenges in the form
perekonomian yang berdampak pada industri penerbangan, of economic conditions that have an impact on the aviation
Perseroan juga memiliki kendala internal yaitu kapabilitas industry, the Company also has internal constraints, such
dan kapasitas pegawai yang masih perlu ditingkatkan. as employee capabilities and capacity, that still need to be
Oleh karena itu pada tahun 2019, Garuda Indonesia telah improved. Therefore in 2019, Garuda Indonesia implemented
menerapkan strategi Corporate Culture Transformation a Corporate Culture Transformation strategy through the
through the development of People, Process & Technology. development of People, Process, & Technology. With such
Dengan strategi tersebut, Garuda Indonesia fokus kepada strategy, Garuda Indonesia focuses on improving employee
peningkatan capability dan capacity pegawai, membuat capability and capacity, making employees Happy, because
pegawai Happy, karena pegawai adalah pelanggan dan aset employees are customers and assets that must be prioritized.
yang harus di utamakan. Dengan pegawai yang Happy maka With Happy employees, the employees will naturally provide
dengan sendirinya pegawai akan memberikan pelayanan the best service to customers.
terbaik kepada pelanggan.
Perputaran lintas divisi pun akan dilakukan, untuk A cross-division turnover will be carried out to create a sense
menciptakan rasa care dan mengerti akan business process of care and an understanding of the overall business process.
secara keseluruhan. Pegawai Garuda Indonesia adalah Garuda Indonesia employees are large families including
keluarga besar termasuk pegawai tetap dan paruh waktu, permanent and part-time employees, because all employees
karena seluruh pegawai adalah One Family One Nation are One Family, One Nation, and One Garuda Indonesia.
and One Garuda Indonesia.
Dengan people/pegawai yang baik dan Happy akan Good and Happy people/employees will make a good
membuat business process yang baik juga. Dan dengan business process as well. Furthermore, a good business
business process yang baik tentunya bisa membuat suatu process can certainly create a standardization and avoid
standardisasi dan menghindari penurunan kualitas kerja reducing the quality of work of people/employees.
people/pegawai.
Kedua hal di atas (people and process) erat hubungannya The two matters above (people and process) are closely
dan interaksi keduanya harus cepat dan akurat, sehingga related and their interactions shall be fast and accurate,
Garuda Indonesia telah mengembangkan teknologi, therefore, Garuda Indonesia has developed a technology
berupa pengembangan dan penyediaan sistem yang dapat in the form of developing and providing systems that can
mempermudah pengambilan keputusan dan simplifikasi facilitate decision making and simplify the business process
proses bisnis di internal Garuda Indonesia. in Garuda Indonesia’s internal environment.
ANALISIS TENTANG PROSPEK USAHA ANALYSIS OF BUSINESS PROSPECTS

Meskipun Perseroan menghadapi berbagai tantangan Although the Company faced many challenges in 2019, the
di tahun 2019, namun Direksi tetap optimis terhadap Board of Directors remains optimistic about the Company’s
kinerja Perseroan di masa yang akan datang. Pertumbuhan performance in the future. The global and national economic
ekonomi dunia maupun nasional mengalami perlambatan di growth slowed down amid the Covid 19 pandemic. Moody’s,
tengah pandemi Covid 19. Moody’s, lembaga pemeringkat an international rating agency, predicted that the impact of
internasional memperkirakan dampak dari pandemi ini this pandemic would depress the economic growth of G20
yaitu pertumbuhan ekonomi negara-negara G20, termasuk countries, including Indonesia. Overall, Moody’s revised
Indonesia bakal tertekan. Secara keseluruhan, Moody’s the economic growth of G20 countries to 2.1% or 0.5%
merevisi pertumbuhan ekonomi negara-negara G20 menjadi lower than the initial projection of 2.6%.
2,1% atau 0,5% lebih rendah dari proyeksi awal, yakni 2,6%.
Proyeksi ekonomi Republik Indonesia sudah turun menjadi The economic projection of the Republic of Indonesia has
4,2%-4,6% dari sebelumnya 5,0%-5,4%. Di tengah fallen to 4.2% -4.6% from the previous 5.0% - 5.4%. In
pandemi Covid 19 ini, pertumbuhan ekonomi Indonesia the midst of the Covid 19 pandemic, Indonesia’s economic
diprediksi akan lebih rendah dibandingkan periode-periode growth is predicted to be lower than in the previous periods.
sebelumnya. Di sektor pariwisata, penyebaran virus Covid In the tourism sector, the increasingly massive spread
19 yang kian masif membuat aktivitas kunjungan wisatawan of Covid 19 virus has resulted in a significant decline
baik domestik maupun mancanegara turun signifikan. in domestic and international tourist visits. The tourism
Industri pariwisata dan perhotelan mengalami kerugian and hospitality industry suffered a loss of up to USD1.5

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mencapai USD1,5 miliar atau setara dengan Rp21 triliun. billion or equivalent to Rp21 trillion. This potential loss is
Potensi kerugian ini dihitung dari perkiraan wisatawan calculated from estimates of Chinese tourists who usually
China yang biasanya menghabiskan USD1.100 dalam spend USD1,100 in one trip to Indonesia. Bank Indonesia
satu kali perjalanan ke Indonesia. Bank Indonesia terus continues to strengthen coordination with the government
memperkuat koordinasi dengan pemerintah dan OJK untuk and OJK to closely monitor the dynamics of Covid-19
memonitor secara cermat dinamika penyebaran Covid-19 spread and its impact on Indonesia from time to time. Post
dan dampaknya terhadap Indonesia dari waktu ke waktu. Covid-19, economic growth in 2021 is predicted to increase
Pasca berakhirnya Covid-19, pertumbuhan ekonomi to 5.2-5.6%. The economic recovery will be influenced by
2021 diprakirakan kembali meningkat menjadi 5,2-5,6%. the government’s efforts to improve the investment climate
Pulihnya perekonomian ini, dipengaruhi upaya pemerintah through the Draft (RUU) of Omnibus Law on Employment
memperbaiki iklim investasi melalui Rancangan Undang- and Taxation.
Undang (RUU) Omnibus Law Cipta Kerja dan Perpajakan.
Prediksi yang optimis tersebut serta disertai peluang yang This optimistic prediction along with opportunities in the
ada di industri penerbangan, membuat Direksi yakin bahwa aviation industry makes the Board of Directors confident
prospek usaha perusahaan kedepannya akan cukup baik. that the Company’s business prospects in the future will be
Potensi pasar penumpang penerbangan dapat diprediksi relatively good. The potential market for airline passengers
dari komposisi jumlah masyarakat kelas menengah atau can be predicted from the composition of the number of
Middle Class and Affluent Consumer (MAC) di suatu Middle Class and Affluent Consumer (MAC) in a country.
negara. Berdasarkan studi yang dilakukan oleh Ernst and Based on a study conducted by Ernst and Young in May
Young pada Mei 2013, populasi MAC dalam komunitas 2013, MAC population in a country’s community is able to
negara mampu mendorong pertumbuhan ekonomi dan drive economic growth and become a potential source for
menjadi sumber potensi bagi sejumlah pebisnis. Saat ini a number of business people. Currently, the growth of the
pertumbuhan jumlah masyarakat kelas menengah atau MAC middle class or MAC population in Indonesia is happening on
di Indonesia terjadi di Pulau Jawa dan Sumatera, dengan Java and Sumatra islands, with a potential total population
potensi total populasi sebesar 141 juta di tahun 2020. of 141 million by 2020.
Data market dan traffic penumpang baik domestik maupun Market data and passenger traffic both domestically and
internasional tahun 2020 menunjukkan tren peningkatan. internationally in 2020 shows an increasing trend. In 2020,
Pada 2020, pasar penumpang domestik diproyeksi tumbuh the domestic passenger market is projected to grow by 4.3%
sebesar 4,3% sementara pasar penumpang internasional while the international passenger market is projected to grow
diproyeksikan tumbuh sebesar 6,6%. Berdasarkan data by 6.6%. Based on data from the Ministry of Transportation
dari Kementerian Perhubungan yang dikombinasi dengan combined with data from Statistics Indonesia (BPS), in
data dari BPS, pada tahun 2020-2030 pertumbuhan 2020-2030 the domestic market growth is predicted to
pasar domestik diprediksi sebesar 5,7% sedangkan pasar be 5.7% while the international market is predicted to be
internasional diprediksi sebesar 4,0%. Pertumbuhan pasar 4.0%. The highest market growth in the period of 2020-
periode 2020-2030 tertinggi akan terjadi pada area layanan 2030 will occur in the service areas of China, Taiwan, and
Tiongkok, Taiwan dan Hongkong (CTH) yaitu sebesar 5,2%. Hong Kong (CTH), which is 5.2%.
Berdasarkan kondisi tersebut, Direksi yakin bahwa prospek Based on these conditions, the Board of Directors is confident
usaha ke depan akan lebih baik. Berbagai tantangan dan that future business prospects will be better. Various
peluang akan dikelola dengan baik oleh Persero. Hal ini challenges and opportunities will be managed well by the
didasarkan atas pertimbangan sebagai berikut: Company. This is based on the following considerations:
1. Armada yang Dimiliki Garuda Indonesia 1. Fleet Owned by Garuda Indonesia

Per Desember 2019, total armada yang dimiliki oleh As per December 2019, the total fleet owned by
Garuda Indonesia berjumlah 210 armada, yang terdiri Garuda Indonesia was 210 fleets, consisting of 105
dari 105 pesawat narrow-body dan 37 pesawat narrow-body aircrafts and 37 wide-body aircrafts,
widebody dan 68 pesawat beroperasi di Citilink dengan and 68 aircrafts operate at Citilink with an average
rata-rata umur pesawat 7,54 tahun. age of 7.54 years.
2. Dukungan Strategic Business Unit (SBU) dan Entitas Anak 2. Support from Strategic Business Unit (SBU) and
Subsidiaries
Dalam menjalankan bisnisnya, Garuda Indonesia In running its business, Garuda Indonesia is supported
didukung oleh SBU dan entitas anak yang terdiri by SBU and its subsidiaries which consist of SBU Loyalty

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dari SBU Loyalty and Ancillary Revenue dan Umrah and Ancillary Revenue and Umrah and Hajj, as well as
and Hajj serta entitas anak baik dalam bidang aviasi its subsidiaries in aviation and non-aviation fields. In
maupun non aviasi. Dalam perusahaan bidang aviasi, aviation sector, Garuda Indonesia Group has Garuda
Garuda Indonesia Grup memiliki perusahaan Garuda Indonesia, GMF AeroAsia, and Citilink. In non-aviation
Indonesia, GMF AeroAsia, dan Citilink. Sedangkan sector, Garuda Indonesia Group has Aerowisata, Asyst,
untuk perusahaan bidang non aviasi Garuda Indonesia Sabre Travel Network Indonesia, and Garuda Indonesia
Grup memiliki perusahaan Aerowisata, Asyst, Sabre Holiday France, which cooperate in order to support
Travel Network Indonesia, dan Garuda Indonesia the development of Garuda Indonesia.
Holiday France yang bekerjasama dalam mendukung
pengembangan dari Garuda Indonesia.
3. Brand Image Garuda Indonesia di Domestik 3. Domestic Brand Image of Garuda Indonesia
Sebagai sebuah grup maskapai penerbangan, Garuda As an airline group, Garuda Indonesia has a strong
Indonesia memiliki kekuatan brand yang kuat di pasar brand image in domestic market. Garuda Indonesia
domestik. Garuda Indonesia masih memiliki image yang still has a positive image in its market segment. In
positif di segmen pasarnya. Di tahun 2019, Garuda 2019, Garuda Indonesia was named the best airline
Indonesia dinobatkan sebagai maskapai penerbangan in Indonesia in “Trip Advisor 2019 Travelers Choice
terbaik di Indonesia versi “Trip Advisor 2019 Travelers Awards” version, organized by Trip Advisor - the
Choice Awards” yang diselenggarakan oleh Trip Advisor world’s leading travel site.
- situs perjalanan terkemuka di dunia.
Selain itu, Garuda Indonesia juga berhasil masuk Furthermore, Garuda Indonesia also made it to the
pada pemeringkatan “The Best Regional Business achieve the rank of “The Best Regional Business Class
Class Asia” dan “Travellers Choice Major Airline Asia” and “Travelers Choice Major Airline Asia”. The
Asia”. Penghargaan tersebut diberikan melalui hasil award was given based on the results of an official
pengumuman resmi oleh Trip Advisor pada 12 April announcement by Trip Advisor on April 12, 2019,
2019 lalu setelah merampungkan survei pemeringkatan after completing a rating survey of the best airlines
maskapai penerbangan terbaik di seluruh dunia. around the world.
Pada tahun 2019, Garuda Indonesia menjadi The In 2019, Garuda Indonesia became The Best on Time
Best on Time Performance (OTP) sebagai five star Performance (OTP) as a five-star airline with an OTP
airline dengan nilai OTP sebesar 91,6% sesuai dengan value of 91.6% in accordance with the official award
penghargaan yang resmi diberikan oleh Official Airline given by the Official Airline Guide Flight View on June
Guide Flight View pada 27 Juni 2019. Selain itu, 27, 2019. Furthermore, Garuda, which is developing
Garuda yang sedang mengembangkan bisnis kargo its cargo business, won the “The Best Cargo Airlines
memperoleh penghargaan “The Best Cargo Airlines for Asia Pacific Sector” and “Finalist of Best Airlines for
for Asia Pacific Sector” dan “Finalist of Best Airlines Europe Sector”, which was awarded by the Indonesia
for Europe Sector” yang dinobatkan oleh Indonesia Cargo Agent Club on August 14, 2019.
Cargo Agent Club pada 14 Agustus 2019.
Penghargaan yang diterima oleh Garuda Indonesia The award received by Garuda Indonesia shows that
menunjukkan bahwa brand Garuda Indonesia terafiliasi Garuda Indonesia brand is closely affiliated with service
dekat dengan atribut-atribut pelayanan terutama attributes, especially on Indonesian hospitality. This
untuk keramah-tamahan khas Indonesia. Citra yang good image can be utilized by Garuda Indonesia Group
baik ini dapat dimanfaatkan oleh Garuda Indonesia to dominate the domestic market through Garuda
Grup untuk mendominasi pasar domestik melalui Indonesia brand.
brand Garuda Indonesia.
4. Kualitas Layanan Cabin Crew Garuda Indonesia 4. Services Quality of Garuda Indonesia’s Cabin Crew
keramahtamahan para cabin crew. Dengan hospitality of the cabin crew. By promoting Indonesian
mengedepankan keramahtamahan khas Indonesia hospitality through the Garuda Indonesia Experience,
melalui Garuda Indonesia Experience, cabin crew Garuda Indonesia’s cabin crew is reflected to be more
Garuda Indonesia tercermin lebih tulus dalam melayani sincere in serving the passengers. This spirit becomes
para penumpangnya. Semangat ini menjadi kekuatan Garuda Indonesia’s strength and excellence. This is

LAPORAN DIREKSI
dan keunggulan Garuda Indonesia. Hal ini semakin further evidenced by the World’s Best Cabin Crew
dibuktikan dengan penghargaan World’s Best Cabin award given by Skytrax to Garuda Indonesia airlines
Crew yang diberikan oleh Skytrax untuk maskapai for five years in a row, in 2014, 2015, 2016, 2017,
Garuda Indonesia selama lima tahun berturut-turut, 2018, and received second place in 2019.
yaitu tahun 2014, 2015, 2016, 2017, 2018 serta
5. Peningkatan Performa Market Share di Domestik 5. Performance Improvement of Domestic Market Share
Sampai dengan Desember 2019 Perseroan berhasil Until December 2019, the Company succeeded in
meningkatkan pangsa pasar domestik Group sebesar increasing the Group’s domestic market share by
3,22% dibanding tahun 2018. Pada tahun 2019 Garuda 3.22% compared to 2018. In 2019, Garuda Indonesia
Indonesia domestik memiliki pangsa pasar sebesar domestically had a market share of 29.14% while
29,14% sedangkan Citilink sebesar 13,26 sehingga Citilink of 13.26, thus in total, the Company had a
secara total Perseroan memiliki pangsa pasar domestik domestic market share of 42.40%. This increase in
sebesar 42,40% peningkatan pangsa pasar domestik domestic market share was in line with the increase
ini seiring dengan peningkatan kepuasan pelanggan in customer satisfaction with the services provided by
terhadap pelayanan yang diberikan Perseroan secara the Company as a Group. This makes Garuda Indonesia
Group. Hal ini menjadikan Garuda Indonesia Grup Group an airline with the largest market share on routes
sebagai maskapai dengan pangsa pasar terbesar pada flown in Indonesia.
rute-rute yang diterbangi di Indonesia.
Berdasarkan pertimbangan yang telah dijabarkan di atas Based on the considerations outlined above along with the
disertai adanya berbagai peluang, Garuda Indonesia optimis various opportunities, Garuda Indonesia is optimistic that
untuk dapat meningkatkan kinerjanya dalam jangka panjang. it can improve its performance in the long run. In other
Dengan kata lain, Garuda Indonesia memiliki prospek usaha words, Garuda Indonesia has very good business prospects.
yang sangat baik.
PERKEMBANGAN PENERAPAN TATA PROGRESS OF CORPORATE

KELOLA PERUSAHAAN GOVERNANCE IMPLEMENTATION
Dalam implementasi praktik Good Corporate Governance In implementing Good Corporate Governance (GCG)
(GCG), Perseroan mengutamakan penciptaan nilai tambah practices, the Company prioritizes the creation of added
dan perbaikan yang konsisten dengan memastikan values and consistent improvements by ensuring the
penerapan kelima prinsip utama GCG secara benar dan implementation of the five main GCG principles correctly
sesuai dengan Peta Arah Tata Kelola Perusahaan yang and in accordance with the Corporate Governance Direction
ditetapkan Otoritas Jasa Keuangan (OJK) serta praktik global Map established by the Financial Services Authority (OJK)
terbaik. Penerapan prinsip transparansi diwujudkan dengan as well as global best practices. The implementation of
penyediaan informasi secara tepat waktu, memadai, jelas, transparency principle is realized by providing information in
akurat dan dapat diperbandingkan serta mudah diakses a timely, adequate, clear, accurate, and comparable manner,
oleh pemangku kepentingan sesuai dengan haknya. and is easily accessible by stakeholders in accordance with
their rights.
Akuntabilitas diwujudkan dengan telah ditetapkannya Accountability is realized by setting the details of duties and
rincian tugas dan tanggung jawab masing-masing organ responsibilities of each company organ and all employees
perusahaan dan semua karyawan yang jelas dan selaras that are clear and in line with the vision, missions, corporate
dengan visi, misi, nilai-nilai Perusahaan (corporate values, and corporate strategy, as well as the determination
values), dan strategi perusahaan serta penetapan ukuran of performance measures for all levels of the Company that
kinerja untuk semua jajaran perusahaan yang konsisten are consistent with the Company’s business targets and
dengan sasaran usaha perusahaan, serta memiliki sistem having a reward and punishment system. The Company is
penghargaan dan sanksi (reward and punishment system). also committed to ensuring the certainty of an effective
Perseroan juga berkomitmen dalam menjamin kepastian internal control system in managing the Company and every
berjalannya sistem pengendalian internal yang efektif dalam organ of the Company and all employees must adhere to
pengelolaan perusahaan dan setiap organ perusahaan dan the agreed code of conduct in performing their duties and
semua karyawan harus berpegang pada etika bisnis dan responsibilities.
pedoman perilaku (code of conduct) yang telah disepakati
melaksanakan tugas dan tanggung jawabnya.

LAPORAN DIREKSI
Laporan Manajemen
Management Report
Dalam menerapkan prinsip tanggung jawab, Perseroan In implementing the responsibility principle, the Company
senantiasa berupaya untuk menjamin kepastian bahwa always strives to ensure certainty that all of the Company’s
seluruh organ Perseroan berpegang pada prinsip kehati- organs adhere to the principles of prudence, laws and
hatian dan peraturan perundang-undangan, anggaran dasar regulations, articles of association, and by-laws. The
dan peraturan perusahaan (by-laws). Perseroan juga telah Company has also carried out social responsibilities including
melaksanakan tanggung jawab sosial antara lain peduli caring for the community and environmental sustainability,
terhadap masyarakat dan kelestarian lingkungan terutama especially around the Company by preparing adequate
di sekitar perusahaan dengan membuat perencanaan dan planning and implementation.
pelaksanaan yang memadai.
Prinsip independensi dipenuhi dengan berupaya untuk The independence principle is fulfilled by trying to always
senantiasa menjamin kepastian bahwa masing-masing ensure the certainty that each organ of the Company must
organ perusahaan harus menghindari terjadinya dominasi avoid domination by any party, not affected by certain
oleh pihak manapun, tidak terpengaruh oleh kepentingan interests, free from conflicts of interest, and from any
tertentu, bebas dari benturan kepentingan (conflict of influence or pressure, so that decision making can be done
interest) dan dari segala pengaruh atau tekanan, sehingga objectively. The Company has also endeavored to ensure
pengambilan keputusan dapat dilakukan secara obyektif. certainty that each organ of the Company has carried out
Perseroan juga telah berupaya untuk menjamin kepastian its functions and duties in accordance with the articles of
bahwa masing-masing organ perusahaan telah melaksanakan association and laws and regulations, is not dominating each
fungsi dan tugasnya sesuai dengan anggaran dasar dan other, and/or throwing responsibility between one another.
peraturan perundang-undangan, tidak saling mendominasi
dan atau melempar tanggung jawab antara satu dengan
yang lain.
Terkait penerapan prinsip kewajaran dan kesetaraan, Regarding the implementation of principle of fairness and
Perseroan telah memberikan kesempatan kepada pemangku equality, the Company has provided opportunities for
kepentingan untuk memberikan masukan dan menyampaikan stakeholders to provide input and express opinions for
pendapat bagi kepentingan Perseroan serta membuka akses the Company’s interests and open access to information in
terhadap informasi sesuai dengan prinsip transparansi accordance with the transparency principle in the scope of
dalam lingkup kedudukan masing-masing. Perseroan juga their respective positions. The Company has also provided
telah memberikan perlakuan yang setara dan wajar kepada equal and fair treatment to stakeholders in accordance
para pemangku kepentingan sesuai dengan manfaat dan with the benefits and contributions made to the Company.
kontribusi yang diberikan kepada perusahaan. Terkait Regarding human resources management, the Company has
pengelolaan sumber daya manusia, Perseroan telah provided equal opportunities in hiring employees, having
memberikan kesempatan yang sama dalam penerimaan career, and carrying out duties professionally regardless of
karyawan, berkarir dan melaksanakan tugasnya secara ethnicity, religion, race, class, gender, and physical condition.
profesional tanpa membedakan suku, agama, ras, golongan,
gender, dan kondisi fisik.
Tahun 2019 merupakan bagian dari tahapan Perseroan The year 2019 was part of the phase in which the Company
melaksanakan Strengthening of Good Corporate Governance. implements the Strengthening of Good Corporate
Tahapan ini merupakan tahapan penguatan atas penerapan Governance. This phase is the strengthening phase of
GCG yang telah dijalankan oleh Perusahaan sesuai dengan GCG implementation that has been carried out by the
roadmap yang disusun. Pada tahapan ini, Perseroan Company in accordance with the prepared roadmap.
telah berupaya untuk memastikan terimplementasinya At this phase, the Company has sought to ensure the
program-program GCG perusahaan, pedoman etika, implementation of corporate GCG programs, ethical
dan kebijakan tata kelola perusahaan guna mendukung guidelines, and corporate governance policies to support
pencapaian perusahaan menuju penerapan praktik tata the Company’s achievement towards the implementation
kelola perusahaan berdasarkan standar perusahaan di of corporate governance practices based on Company
ASEAN. Dalam melaksanakan tahapan ini, Perseroan standards in ASEAN. In conducting this phase, the Company
telah menyesuaikan standar tata kelola perusahan terbuka has adjusted the standards of public corporate governance
berdasarkan ketentuan dari otoritas pasar modal, diantaranya based on the provisions of capital market authority, including

LAPORAN DIREKSI
dengan pengungkapan dalam laporan tahunan atas disclosure in the annual report on the implementation of OJK
implementasi rekomendasi OJK dalam kaitannya dengan recommendations in relation to public corporate governance.
tata kelola perusahaan terbuka.
Perseroan juga secara konsisten menggunakan penilai The Company also consistently uses independent assessors
independen untuk mengetahui penerapan praktik terbaik to find out GCG best practices and to always follow up
GCG yang berlaku dan senantiasa menindaklanjuti on the recommendations for implementing GCG from
rekomendasi penerapan GCG dari penilai independen. independent assessors. The GCG policy is reviewed and
Pengkajian dan pengkinian atas kebijakan GCG yang berlaku updated periodically by considering its suitability and
dilakukan secara berkala dengan mempertimbangkan relevance to the current conditions and applicable laws and
kesesuaian dan relevansinya dengan kondisi terkini dan regulations. The Company also publishes and disseminates
peraturan perundang-undangan yang berlaku. Perseroan policies on internal communication channels to strengthen
juga mempublikasikan dan mensosialisasikan kebijakan the compliance culture and the application of ethical values
pada saluran komunikasi internal untuk memperkuat budaya and norms in all business units and operational activities.
kepatuhan dan pemberlakuan nilai-nilai dan norma etika di
seluruh unit bisnis dan kegiatan operasionalnya.
Penilaian dan evaluasi atas penerapan GCG oleh Perseroan The assessment and evaluation of GCG implementation by
dilakukan dengan mengacu kepada indikator dan parameter the Company is conducted by referring to the indicators
dalam SK-16/S.MBU/2012. Pelaksanaan evaluasi (review) and parameters in SK-16/S.MBU/2012. The implementation
atas penerapan GCG Perseroan untuk tahun buku 2019 of the Company’s GCG for the 2019 fiscal year was
yang dilaksanakan di 2020 dilakukan oleh Perseroan evaluated in 2020 by the Company on a self-assessment
secara self assessment dengan asistensi dari assessor with the assistance of an independent assessor, who was
independen yang diperoleh berdasarkan proses pengadaan appointed based on the procurement process applicable in
yang berlaku di Perseroan, yaitu PT Multi Utama Indojasa the Company, which was PT Multi Utama Indojasa (MUC
(MUC Consulting). Berdasarkan hasil evaluasi (review) atas Consulting). Based on the evaluation results (review) of the
penerapan GCG Perseroan untuk tahun buku yang berakhir Company’s GCG implementation for the fiscal year ending
pada 31 Desember 2019 yang diasistensi oleh PT Multi on December 31, 2019, which were assisted by PT Multi
Utama Indojasa (MUC Consulting) Perseroan memperoleh Utama Indojasa (MUC Consulting), the Company obtained
skor 80,012 dengan kategori “Sangat Baik”. a score of 80.012 with the category of “Very Good”.
Namun demikian, Perseroan menyadari masih terdapat However, the Company realizes that there are still weaknesses
kelemahan dalam mewujudkan good corporate governance. in realizing good corporate governance. Therefore, in the
Oleh karenanya, ke depannya Perseroan akan senantiasa future, the Company will continue to improve the GCG
melakukan peningkatan penerapan GCG di seluruh sendi implementation in all of its business units through several
usahanya melalui beberapa peningkatan operasional untuk operational improvements to support the management of the
mendukung pengelolaan Perusahaan yang sesuai dengan Company in accordance with Good Corporate Governance.
Tata Kelola Perusahaan yang Baik.
PENILAIAN KINERJA KOMITE-KOMITE PERFORMANCE ASSESSMENT OF

DI BAWAH DIREKSI COMMITTEES UNDER THE BOARD OF
DIRECTORS
Sampai dengan akhir tahun 2019, Direksi Garuda Indonesia Until the end of 2019, Garuda Indonesia’s Board of Directors
tidak memiliki Komite di bawah Direksi. did not have any Committee under the Board of Directors.
PERUBAHAN KOMPOSISI DIREKSI CHANGES IN THE COMPOSITION OF

BOARD OF DIRECTORS
Selama tahun 2019, Komposisi anggota Dewan Komisaris Throughout 2019, the composition of the Company’s Board
Perseroan mengalami beberapa kali perubahan komposisi. of Directors underwent several changes. Changes were
Perubahan dilakukan berdasarkan keputusan Menteri Badan made based on decision of the Minister of State-Owned
Usaha Milik Negara (BUMN) selaku Pemegang Saham Seri Enterprises (BUMN) as the Dwiwarna Series A Shareholder
A Dwiwarna PT Garuda Indonesia (Persero) Tbk. Perubahan of PT Garuda Indonesia (Persero) Tbk. Changes in the
komposisi Direksi disajikan sebagai berikut. composition of the Board of Directors are as follows.

LAPORAN DIREKSI
Laporan Manajemen
Management Report

DIREKSI PERIODE 1 JANUARI – 24 APRIL APPOINTMENT OF BOARD OF DIRECTORS
2019 FOR THE PERIOD OF JANUARY 1,
- APRIL 24, 2019
Komposisi Direksi periode 1 Januari – 14 April 2019 The Composition of the Board of Directors for the period
sebanyak 8 (delapan) orang yang terdiri dari 1 (satu) orang of January 1, - April 14, 2019, consisted of 8 (eight)
Direktur Utama dan 7 (tujuh) orang Direktur. Komposisi members, which were 1 (one) President Director and 7
dan dasar pengangkatan Direktur dapat dilihat pada tabel (seven) Directors. The composition and basis of appointment
di bawah ini. of the Board of Directors can be seen in the table below:

Direktur Utama RUPS Luar Biasa tanggal 28 September 2018 28 September 2018
I Gusti Ngurah Askhara Danadiputra
President & CEO Extraordinary GMS dated September 28, 2018 September 28, 2018
Direktur Niaga RUPS Luar Biasa tanggal 28 September 2018 28 September 2018
Pikri Ilham Kurniansyah
Director of Commercial Extraordinary GMS dated September 28, 2018 September 28, 2018
Direktur Kargo & Pengembangan Usaha
RUPS Luar Biasa tanggal 28 September 2018 28 September 2018
Mohammad Iqbal Director of Cargo & Business
Extraordinary GMS dated September 28, 2018 September 28, 2018
Development
Direktur Layanan RUPS Tahunan tanggal 15 Mei 2015 15 Mei 2015
Nicodemus Panarung Lampe
Director of Services Annual GMS dated May 15, 2015 May 15, 2015
Direktur Operasi RUPS Luar Biasa tanggal 28 September 2018 28 September 2018
Bambang Adisurya Angkasa
Director of Operation Extraordinary GMS dated September 28, 2018 September 28, 2018
Direktur Teknik RUPS Tahunan tanggal 19 April 2018 19 April 2018
I Wayan Susena
Director of Maintenance Annual GMS dated April 19, 2018 April 19, 2018
Direktur Keuangan & Manajemen Risiko RUPS Luar Biasa tanggal 28 September 2018 28 September 2018
Fuad Rizal
Director of Finance & Risk Management Extraordinary GMS dated September 28, 2018 September 28, 2018
Direktur Human Capital RUPS Luar Biasa tanggal 28 September 2018 28 September 2018
Heri Akhyar
Director of Human Capital Extraordinary GMS dated September 28, 2018 September 28, 2018

DIREKSI PERIODE 24 APRIL-5 DESEMBER APPOINTMENT OF BOARD OF DIRECTORS
2019 FOR THE PERIOD OF APRIL 24,-
DECEMBER 5, 2019
Melalui RUPS Tahunan tanggal 24 April 2019, RUPS Through the Annual GMS on April 24, 2019, the GMS
memberhentikan Bapak I Wayan Susena sebagai Direktur dismissed Mr. I Wayan Susena as Director of Maintenance
Teknik dan Bapak Nicodemus Panarung Lampe sebagai and Mr. Nicodemus Panarung Lampe as Director of Services in
Direktur Layanan sesuai dengan keputusan Menteri Badan accordance with the decision of the Minister of State-Owned
Usaha Milik Negara (BUMN) selaku Pemegang Saham Seri Enterprises (BUMN) as the Dwiwarna Series A Shareholder
A Dwiwarna PT Garuda Indonesia (Persero) Tbk. Selain itu of PT Garuda Indonesia (Persero) Tbk. In addition, the GMS
RUPS mengangkat Bapak Iwan Joeniarto sebagai Direktur appointed Mr. Iwan Joeniarto as Director of Maintenance
Teknik dan Layanan. Sehingga komposisi Direksi periode and Services. Therefore, the composition of the Board of
24 April-5 Desember 2019 sebanyak 7 (tujuh) orang yang Directors for the period of April 24, - December 5, 2019,
terdiri dari 1 (satu) orang Direktur Utama dan 6 (enam) consisted of 7 (seven) members, which were 1 (one) President
orang Direktur. Komposisi dan dasar pengangkatan Direktur Director and 6 (six) Directors. The composition and basis
dapat dilihat pada tabel di bawah ini. of appointment of the Board of Directors can be seen in
the table below:

LAPORAN DIREKSI

Direktur Utama RUPS Luar Biasa tanggal 28 September 2018 28 September 2018
President & CEO Extraordinary GMS dated September 28, 2018 September 28, 2018
Direktur Kargo & Pengembangan Usaha RUPS Luar Biasa tanggal 28 September 2018 28 September 2018
Mohammad Iqbal
Director of Cargo & Business Development Extraordinary GMS dated September 28, 2018 September 28, 2018
Direktur Keuangan & Manajemen Risiko RUPS Luar Biasa tanggal 28 September 2018 28 September 2018
Fuad Rizal
Heri Akhyar
Direktur Teknik dan Layanan RUPS Tahunan tanggal 24 April 2019 24 April 2019
Iwan Joeniarto
Director of Maintenance & Services Annual GMS dated April 24, 2019 April 24, 2019

DIREKSI PERIODE 5 DESEMBER- APPOINTMENT OF BOARD OF DIRECTORS
9 DESEMBER 2019 FOR THE PERIOD OF DECEMBER 5,-
DECEMBER 9, 2019
Berdasarkan Surat Keputusan Dewan Komisaris Perseroan Based on the Decision Letter of Board of Commissioners No.
No. DEKOM/SKEP/010/2019 tanggal 5 Desember 2019, DEKOM/SKEP/010/2019 dated 5 December 2019, Mr. I
Bapak I Gusti Ngurah Askhara Danadiputra sebagai Direktur Gusti Ngurah Askhara Danadiputra as President Director was
Utama diberhentikan sementara oleh Dewan Komisaris sesuai suspended by the Board of Commissioners in accordance
keputusan Menteri Badan Usaha Milik Negara (BUMN) selaku to the decision of the Minister of State-Owned Enterprises
Pemegang Saham Seri A Dwiwarna PT Garuda Indonesia (BUMN) as the Dwiwarna Series A Shareholder of PT Garuda
(Persero) Tbk. Serta menetapkan Bapak Fuad Rizal sebagai Indonesia (Persero) Tbk. And Mr. Fuad Rizal was appointed as
Pelaksana Tugas Direktur Utama. Sehingga komposisi Direksi Acting President Director. Therefore, the composition of the
periode 5 Desember-9 Desember 2019 sebanyak 6 (enam) Board of Directors for the period of December 5,- December
orang yang terdiri dari 1 (satu) orang Direktur Keuangan 9, 2019 consisted of 6 (six) members, which were 1 (one)
& Manajemen Risiko sekaligus Pelaksana Tugas Direktur Director of Finance & Risk Management concurrently Acting
Utama dan 5 (lima) orang Direktur. Komposisi dan dasar President Director and 5 (five) Directors. The composition
pengangkatan Direktur dapat dilihat pada tabel di bawah ini. and basis of appointment of the Board of Directors can be
seen in the table below:

Direktur Keuangan & Manajemen Risiko sekaligus

Pelaksana Tugas Direktur Utama RUPS Luar Biasa tanggal 28 September 2018 28 September 2018
Fuad Rizal
concurrently Acting President & CEO
Direktur Kargo & Pengembangan Usaha RUPS Luar Biasa tanggal 28 September 2018 28 September 2018
Mohammad Iqbal
Director of Cargo & Business Development Extraordinary GMS dated September 28, 2018 September 28, 2018
Heri Akhyar
Direktur Teknik dan Layanan. RUPS Tahunan tanggal 24 April 2019 24 April 2019
Iwan Joeniarto
Director of Maintenance & Services Annual GMS dated April 24, 2019 April 24, 2019

LAPORAN DIREKSI
Laporan Manajemen
Management Report

DIREKSI PERIODE 9 DESEMBER- APPOINTMENT OF BOARD OF DIRECTORS
31 DESEMBER 2019 FOR THE PERIOD OF DECEMBER 9,-
DECEMBER 31, 2019
Berdasarkan Surat Keputusan Dewan Komisaris Perseroan Based on the Decision Letter of Board of Commissioners
No. DEKOM/SKEP/012/2019, DEKOM/SKEP/013/2019, No. DEKOM/SKEP/012/2019, DEKOM/SKEP/013/2019,
DEKOM/SKEP/014/2019 DEKOM/SKEP/015/2019 tanggal DEKOM/SKEP/014/2019 DEKOM/SKEP/015/2019 dated
9 Desember 2019, Dewan Komisaris memberhentikan 9 December 2019, the Board of Commissioners suspended
sementara Bapak Mohammad Iqbal, Bapak Bambang Mr. Mohammad Iqbal, Mr. Bambang Adisurya Angkasa, Mr.
Adisurya Angkasa, Bapak Heri Akhyar, dan Bapak Iwan Heri Akhyar, and Mr. Iwan Joeniarto in accordance with the
Joeniarto sesuai keputusan Menteri Badan Usaha Milik decision of the Minister of State-Owned Enterprises (BUMN)
Negara (BUMN) selaku Pemegang Saham Seri A Dwiwarna as the Dwiwarna Series A Shareholder of PT Garuda Indonesia
PT Garuda Indonesia (Persero) Tbk. Selanjutnya, Dewan (Persero) Tbk. Subsequently, the Board of Commissioners
Komisaris melalui Surat Keputusan Dewan Komisaris No. through the Decision Letter of Board of Commissioners No.
DEKOM/SKEP/016/2019 tentang Penetapan Pelaksana DEKOM/SKEP/016/2019 on the Establishment of Acting
Tugas Direksi-Direksi PT Garuda Indonesia (Persero) Tbk Duties of Board of Directors of PT Garuda Indonesia (Persero)
tanggal 9 Desember 2019 menetapkan Bapak Fuad Rizal Tbk dated December 9, 2019, established Mr. Fuad Rizal as
sebagai Pelaksana Tugas Direktur Utama, Pelaksana Tugas Acting President Director, Acting Director of Maintenance
Direktur Teknik & Layanan dan Pelaksana Tugas Direktur & Service, and Acting Director of Operations, and Mr. Pikri
Operasi serta Bapak Pikri Ilham Kurniansyah sebagai Ilham Kurniansyah as Acting Director of Human Capital and
Pelaksana Tugas Direktur Human Capital dan Pelaksana Acting Director of Cargo & Business Development.
Tugas Direktur Kargo & Pengembangan Usaha.
Sehingga komposisi Direksi periode 9 Desember-31 Therefore, the composition of the Board of Directors for the
Desember 2019 sebanyak 2 (dua) orang yang terdiri dari period of December 9, - December 31, 2019 consisted of 2
1 (satu) orang Direktur Direktur Keuangan & Manajemen (two) members, which were 1 (one) Director of Finance &
Risiko sekaligus Pelaksana Tugas Direktur Utama, Pelaksana Risk Management concurrently Acting President Director &
Tugas Direktur Teknik & Layanan dan Pelaksana Tugas CEO, Acting Director of Maintenance & Services, and Acting
Direktur Operasi dan 1 (satu) orang Direktur Niaga sekaligus Director of Operation, and 1 (one) Director of Commercial
Pelaksana Tugas Direktur Human Capital dan Pelaksana concurrently Acting Director of Human Capital and Acting
Tugas Direktur Kargo & Pengembangan Usaha. Komposisi Director of Cargo & Business Development. The composition
dan dasar pengangkatan Direktur dapat dilihat pada tabel and basis of appointment of the Board of Directors can be
di bawah ini. seen in the table below:

Direktur Keuangan & Manajemen Risiko

sekaligus Pelaksana Tugas Direktur Utama,
Pelaksana Tugas Direktur Teknik & Layanan Surat Keputusan Dewan Komisaris
dan Pelaksana Tugas Direktur Operasi No. DEKOM/SKEP/016/2019 9 Desember 2019
Fuad Rizal
Director of Finance & Risk Management The Decision Letter of Board of Commissioners December 9, 2019
concurrently Acting President & CEO, Acting No. DEKOM/SKEP/016/2019
Director of Maintenance & Services, and
Acting Director of Operation
Direktur Niaga sekaligus Pelaksana Tugas
Direktur Human Capital dan Pelaksana Tugas Surat Keputusan Dewan Komisaris
Pikri Ilham Direktur Kargo & Pengembangan Usaha No. DEKOM/SKEP/016/2019 9 Desember 2019
Kurniansyah Director of Commercial concurrently Acting The Decision Letter of Board of Commissioners December 9, 2019
Director of Human Capital and Acting No. DEKOM/SKEP/016/2019
Director of Cargo & Business Development

LAPORAN DIREKSI
PENUTUP CLOSING
Demikian laporan pelaksanaan jalannya kepengurusan Thus, we submit the management report of the Company in
Perseroan di tahun 2019. Direksi mengucapkan terima 2019. The Board of Directors would like to thank the trust
kasih atas kepercayaan yang diberikan oleh pemegang given by the shareholders. To the Board of Commissioners,
saham. Kepada Dewan Komisaris, Direksi mengucapkan the Board of Directors would like to thank you for the
terima kasih atas pengawasan dan pemberian nasihat yang supervision and advice given throughout 2019.
diberikan sepanjang tahun 2019.
Kepada seluruh jajaran manajemen dan karyawan, atas To all levels of management and employees, for their
dedikasinya kami memberikan apresiasi yang setinggi- dedication, we extend our highest appreciation that the
tingginya, sehingga Perseroan mampu menghadapi berbagai Company was able to face many challenges occurring in
tantangan yang ada di tahun 2019. Direksi atas nama 2019. The Board of Directors on behalf of the Company also
Perseroan juga mengucapkan terima kasih kepada para mitra thank our partners for the good cooperation established
kerja atas kerjasama baik yang terjalin selama tahun 2019. throughout 2019.
Ke depannya, Direksi akan tetap berkomitmen untuk To the future, the Board of Directors will remain committed
memberikan yang terbaik bagi Perseroan. Semoga Garuda to providing the best for the Company. Hopefully, Garuda
Indonesia akan menjadi maskapai penerbangan yang Indonesia will become a superior performing airline and
berkinerja unggul dan menjadi kebanggaan rakyat Indonesia. be the pride of the people of Indonesia.

Atas Nama Direksi

On behalf of the Board of Directors
IRFAN SETIAPUTRA
Direktur Utama
President & CEO

LAPORAN DIREKSI
Laporan Manajemen
Management Report
8 7 6 1 2

LAPORAN DIREKSI
1 Irfan Setiaputra
Direktur Utama
President & CEO
2 Donny Oskaria
Wakil Direktur Utama
Deputy President & CEO
3 Tumpal Manumpak Hutapea

Direktur Operasi
Director of Operation
4 Rahmat Hanafi
Direktur Teknik
Director of Maintenance
5 Ade R. Susardi
Direktur Layanan, Pengembangan Usaha
dan Teknologi Informasi
Director of Services, Business Development,
and Information Technology
6 Mohammad R. Pahlevi
Direktur Niaga dan Kargo
Director of Commercial and Cargo
7 Fuad Rizal
Direktur Keuangan dan Manajemen Risiko
Director of Finance and Risk Management
8 Aryaperwira Adileksana
Direktur Human Capital
Director of Human Capital
3 4 5

LAPORAN DIREKSI PT Garuda Indonesia (Persero) Tbk
Board of Directors Report Investor Relations
Management Building, Garuda City
Soekarno-Hatta International Airport
Tangerang 15111, Indonesia
Ph : (+6221) 2560 1201
Fax : (+6221) 5591 5673
E-mail : investor@garuda-indonesia.com
www.garuda-indonesia.com
Laporan Manajemen
Management Report

RESPONSIBILITY FOR 2019 ANNUAL REPORT
Kami yang bertanda tangan di bawah ini menyatakan We, the undersigned, hereby declared that entire information
bahwa semua informasi dalam Laporan Tahunan PT Garuda in PT Garuda Indonesia (Persero) Tbk 2019 Annual Report
Indonesia (Persero) Tbk Tahun 2019 telah dimuat secara have been fully disclosed and solely responsible upon the
lengkap dan bertanggung jawab penuh atas kebenaran isi contents of this Annual Report.
Laporan Tahunan Perusahaan.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.

Dewan Komisaris
Board of Commissioners
TRIAWAN MUNAF
Komisaris Utama
CHAIRAL TANJUNG ELISA LUMBANTORUAN

Wakil Komisaris Utama Komisaris Independen
Vice President Commissioner Independent Commissioner
ZANNUBA ARIFAH Ch. R PETER F. GONTHA

Komisaris Independen Komisaris
Independent Commissioner Commissioner

LAPORAN
PT Garuda Indonesia DIREKSI
(Persero) Tbk
Board
Investor of Directors Report
Relations
Management Building, Garuda City
Soekarno-Hatta International Airport
Tangerang 15111, Indonesia
Ph : (+6221) 2560 1201
Fax : (+6221) 5591 5673
E-mail : investor@garuda-indonesia.com

RESPONSIBILITY FOR 2019 ANNUAL REPORT
Kami yang bertanda tangan di bawah ini menyatakan We, the undersigned, hereby declared that entire information
bahwa semua informasi dalam Laporan Tahunan PT Garuda in PT Garuda Indonesia (Persero) Tbk 2019 Annual Report
Indonesia (Persero) Tbk Tahun 2019 telah dimuat secara have been fully disclosed and solely responsible upon the
lengkap dan bertanggung jawab penuh atas kebenaran isi contents of this Annual Report.
Laporan Tahunan Perusahaan.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is made truthfully.

Direksi
Board of Directors
IRFAN SETIAPUTRA
Direktur Utama
President & CEO
DONY OSKARIA FUAD RIZAL

TUMPAL MANUMPAK HUTAPEA ARYAPERWIRA ADILEKSANA

Direktur Operasi Direktur Human Capital
Director of Operation Director of Human Capital
MOHAMMAD R. PAHLEVI ADE R. SUSARDI RAHMAT HANAFI

Direktur Niaga dan Kargo Direktur Layanan, Pengembangan Usaha Direktur Teknik
Director of Commercial and Cargo dan Teknologi Informasi Director of Maintenance
Director of Services, Business Development,
and Information Technology

Profil Perusahaan
Company Profile
Profil Perusahaan
03 Company Profile
INFORMASI PERUSAHAAN DAFTAR ENTITAS ANAK, ENTITAS CUCU,
70 DAN/ATAU ENTITAS ASOSIASI
Corporate Information 110
List of Subsidiaries, Second-Tier Subsidiaries, and/or
LOGO PERUSAHAAN Associated Entity
72
Corporate Logo
RIWAYAT SINGKAT PERUSAHAAN 118
73 Company Group Structure
BIDANG USAHA 120
75 Chronology of Share Listing
Line of Business
KRONOLOGI PENERBITAN DAN/ATAU PENCATATAN
PENGEMBANGAN ARMADA 121 OBLIGASI
76
Fleet Development Chronology of Bond Issuance and/or Listing
PROFIL ARMADA KRONOLOGI PENERBITAN DAN/ATAU
78
Fleet Profile 122 PENCATATAN EFEK LAINNYA
Chronology of Other Securities Issuance and/or Listing
PETA WILAYAH USAHA
80
Business Area Map NAMA & ALAMAT LEMBAGA DAN/ATAU
128 PROFESI PENUNJANG
STRUKTUR ORGANISASI
84 Name and Address of Institution and/or Supporting Profession
PENGHARGAAN DAN SERTIFIKASI
VISI, MISI, DAN BUDAYA PERUSAHAAN 130
86 Award and Certification
Vision, Mission, and Corporate Culture
NAMA DAN ALAMAT ENTITAS ANAK, ENTITAS CUCU,
PROFIL DEWAN KOMISARIS ENTITAS ASOSIASI, KANTOR CABANG DAN LAINNYA
87 133
Board of Commissioners Profile Name and Address of Subsidiaries, Second-Tier Subsidiaries,
PROFIL DIREKSI Associated Entity, Branch Offices, and Others
92
Board of Directors Profile INFORMASI PADA WEBSITE
142
PROFIL SENIOR EKSEKUTIF Information on Website
100
Executive Officers Profile PENDIDIKAN DAN/ATAU PELATIHAN DEWAN KOMISARIS,
DIREKSI, KOMITE-KOMITE, SEKRETARIS PERUSAHAAN, DAN
103 UNIT AUDIT INTERNAL
Employees Profile and Competence Development 144
Education and/or Training Board of Commissioners, Board of
KOMPOSISI PEMEGANG SAHAM Directors, Committees,
107
Shareholders Composition Corporate Secretary and Internal Audit Unit
Informasi Perusahaan
INFORMASI
Corporate InformationPERUSAHAAN
Profil Perusahaan
Company Profile
Modal Dasar | Authorized Capital

Nama Perusahaan | Company Name 30.000.000.000 saham dengan nilai
PT Garuda Indonesia (Persero) Tbk nominal total Rp13.770.000.000.000
atau masing-masing saham bernilai
nominal Rp459
Bidang Usaha | Line of Business 30,000,000,000 shares with nominal
Jasa Angkutan Udara Niaga value of Rp13,770,000,000,000 or
Commercial Air Transportation Services Rp459 each share is valued nominal value
Jenis/Badan Hukum Perusahaan Modal Ditempatkan dan Disetor Penuh

Type/Legal Entity of the Company Issued and Paid-Up Capital
Perusahaan Terbuka 25.886.576.254 saham dengan nilai
Public Company nominal total Rp11.881.938.500.589
25,886,576,254 shares with nominal
value of Rp11,881,938,500,589
Tanggal Pendirian
Date of Establishment
31 Maret 1950 | March 31, 1950
Pencatatan di Bursa Efek Indonesia
Listed on Indonesia Stock Exchange
Dasar Hukum Pendirian 11 Februari 2011
Legal Basis of Establishment February 11, 2011
Akta No. 137 tanggal 31 Maret
1950 dari Notaris Raden Kadiman,
yang kemudian disahkan dalam Surat Kode Saham | Ticker Symbol
Keputusan (SK) Menteri Kehakiman GIAA
Republik Indonesia No. J.A.5/12/10
tanggal 31 Maret 1950 dan diumumkan
pada Berita Negara Republik Indonesia
Serikat (R.I.S) No. 30 tanggal 12 Mei Jumlah Armada | Number of Fleets
1950, tambahan No. 136. 210 armada per 31 Desember 2019
Deed No. 137 dated March 31, 1950 210 fleets as of December 31, 2019
of notary Raden Kadiman, which was
ratified in the Decree of Minister of Jumlah Destinasi Penerbangan
Justice of the Republic of Indonesia No. Number of Flight Destinantion
J.A.5/12/10 dated March 31, 1950 -22 Internasional | International
and was published in the State Gazette -48 Domestik | Domestic
of the Republic of the United States of
Indonesia (R.I.S.) No. 30 dated May 12,
1950, supplement No. 136 Jumlah Pegawai | Total Employees
7.878 Pegawai per 31 Desember 2019
7,878 Employees per December 31, 2019
Kepemilikan | Ownership
• Pemerintah Negara Republik
Indonesia
Government of the Republic of
Indonesia (60,54%)
• PT Trans Airways (25,62%)
• Publik | Public (13,84%)

Informasi Perusahaan
Alamat Kantor Pusat Hubungan Investor

Head Office Address Investor Relations
Gedung Garuda Indonesia
Julius Caesar Samosir
Jl. Kebon Sirih No. 46A
Senior Manager Investor Relations
Jakarta 10110, Indonesia
Gedung Manajemen Garuda Indonesia,
Lantai Dasar Garuda City, Bandar Udara
Alamat Kantor Manajemen Internasional Soekarno-Hatta
Management Office Address Tangerang - 15111, Indonesia
Gedung Manajemen Garuda Indonesia Telp. (+62 21) 2560 1201
Garuda City, Bandar Udara Internasional Fax. (+62 21) 5591 5673
Soekarno-Hatta Email: investor@garuda-indonesia.com
Tangerang - 15111, Indonesia
Telp. (+62 21) 2560 1001
Entitas Anak
Subsidiaries
Sekretaris Perusahaan • PT Aero Wisata
Corporate Secretary • PT Sabre Travel Network Indonesia
• PT Garuda Maintenance Facility Aero Asia Tbk
Mitra Piranti
• PT Aero Systems Indonesia
VP Corporate Secretary
• PT Citilink Indonesia
Gedung Manajemen Garuda Indonesia, • PT Gapura Angkasa*
Lantai Dasar Garuda City, Bandar Udara • Garuda Indonesia Holiday France
Internasional Soekarno-Hatta *) Tidak dikonsolidasi sejak 1 Desember 2019
Tangerang - 15111, Indonesia *) Deconsolidated since 1 December 2019
Mitra.piranti@garuda-indonesia.com
Contact Address | Contact Center

(+62 804) 1 807 807 / (+62 21) 2351 9999
Layanan Contact Center tersedia selama 24 jam sehari dan 7 hari seminggu serta dapat diakses
dari seluruh dunia (International Toll Free Service/ITFS)
Contact Center service is available 24 hours a day and 7 days a week and accessible from all over
the world (International Toll Free Service/ITFS)
Situs Web | Website

customer@garuda-indonesia.com
Twitter: @IndonesiaGaruda Facebook: PT.GarudaIndonesia Instagram: indonesia.garuda
YouTube Channel: Garuda Indonesia LINE: Garuda Indonesia

Logo Perusahaan
LOGO PERUSAHAAN
Corporate Logo
Corporate Logo
Profil Perusahaan
Company Profile
LOGOGRAM
LOGOTYPE
Makna Logo Garuda Indonesia Membawa Cita dan Asa:

The Meaning of Garuda Indonesia Logo Brings Dreams and Hope:
“ Dapat Terus Terbang Layani

Penumpang ke Lima Benua
“Can Continue to Fly Serving Passengers to Five Continents”
Lima sayap pada logogram memiliki makna

“
The five wings on the logogram mean that
Garuda dapat terus terbang melayani Garuda can continue to fly serving passengers
penumpang menjelajah berbagai benua. exploring various continents.
Warna biru tua merepresentasikan keagungan The dark blue color represents the majesty
langit dan warna laut Indonesia sebagai negara of the sky and the color of the Indonesian sea
kepulauan. as an archipelago.
Warna hijau tosca merepresentasikan warna Tosca green color represents the color of
alam Indonesia. Indonesia’s nature.

PT Garuda Indonesia (Persero) Tbk (“Perseroan atau Garuda PT Garuda Indonesia (Persero) Tbk (“the Company or Garuda
Indonesia”) didirikan berdasarkan akta No. 137 tanggal 31 Indonesia”) was incorporated based on Deed No. 137 dated
Maret 1950 dari Notaris Raden Kadiman. Akta pendirian March 31, 1950, made before Notary Raden Kadiman. The Deed
tersebut telah disahkan oleh Menteri Kehakiman Republik of Incorporation was validated by the Minister of Justice of the
Indonesia dalam surat keputusannya No. J.A.5/12/10 Republic of Indonesia based on Decision Letter No. J.A.5/12/10
tanggal 31 Maret 1950 serta diumumkan dalam Berita dated March 31, 1950, and announced in the State Gazette of
Negara Republik Indonesia Serikat No. 30 Tambahan No. 136 the Republic of the United States of Indonesia (R.I.S) No. 30
tanggal 12 Mei 1950. Perseroan yang awalnya berbentuk Supplement No. 136, dated May 12, 1950. The Company, which
Perusahaan Negara, berubah menjadi Persero berdasarkan was initially in the form of a State Enterprise, was changed to
Akta No. 8 tanggal 4 Maret 1975 dari Notaris Soeleman Persero (Limited Liability Company) based on Deed No. 8 dated
Ardjasasmita, S.H., sebagai realisasi Peraturan Pemerintah March 4, 1975 made before Notary Soeleman Ardjasasmita, S.H.,
No. 67 tahun 1971. Perubahan ini telah diumumkan dalam as a realization of Government Regulation No. 67 of 1971. This
Berita Negara Republik Indonesia No. 68 Tambahan No. 434 change has been announced in the State Gazette of the Republic
tanggal 26 Agustus 1975. Anggaran Dasar Perusahaan telah of Indonesia No. 68 Supplement No. 434, dated August 26, 1975.
diubah dengan Akta Notaris Sutjipto, S.H. No. 51 tanggal The Company’s Articles of Association have been amended by
7 Agustus 2008 dalam rangka menyesuaikan dengan Notarial Deed of Sutjipto, S.H. No. 51 August 7, 2008 in order
Undang-undang Perusahaan Terbatas No. 40 Tahun 2007. to adjust with Limited Company Law No. 40 2007.
Anggaran dasar Perseroan kemudian telah mengalami The Company’s Articles of Association have been amended
beberapa kali perubahan, terakhir dengan Akta No. 35 several times, lastly under the Deed No. 35 dated May 17,
tanggal 17 Mei 2018 dari Aulia Taufani, S.H. M.Kn., 2018 made before Aulia Taufani, S.H. M.Kn., a Notary in
Notaris di Jakarta Selatan, mengenai perubahan anggaran South Jakarta, on amendments to the Company’s Articles of
dasar Perseroan. Perubahan anggaran dasar Perseroan Association. The amendments to the Company’s Articles of
tersebut telah diterima dan dicatat di dalam Sistem Association have been accepted and recorded in the Legal
Administrasi Badan Hukum Kementerian Hukum Dan Entities Administration System of the Ministry of Law and
Hak Asasi Manusia Republik Indonesia sesuai Surat No. Human Rights of the Republic of Indonesia in accordance
AHU-AH.01.03-0214641 tanggal 8 Juni 2018. Perseroan with Letter No. AHU-AH.01.03-0214641 dated June 8,
berkantor pusat di Jl. Kebon Sirih No. 46A, Jakarta. 2018. The Company’s head office is at Jl. Kebon Sirih No.
46A, Jakarta.
Sesuai dengan pasal 3 Anggaran Dasar Perseroan, ruang According to Article 3 of the Company’s Articles of Association,
lingkup kegiatan Perseroan terutama adalah sebagai berikut: the Company’s business activity scopes are mainly as follows:
1. Angkutan udara niaga berjadwal untuk penumpang, 1. Scheduled commercial air transportation for domestic
barang dan pos dalam negeri dan luar negeri; and international passengers, cargoes, and mails;
2. Angkutan udara niaga tidak berjadwal untuk 2. Non-scheduled commercial air transportation for
penumpang, barang dan pos dalam negeri dan luar domestic and international passengers, cargoes, and
negeri; mails;
3. Reparasi dan pemeliharaan pesawat udara, baik untuk 3. Aircraft repair and maintenance, either to satisfy own
keperluan sendiri maupun untuk pihak ketiga; needs or third party’s needs;
4. Jasa penunjang operasional angkutan udara niaga, 4. Support services for commercial air transportation
meliputi catering dan ground handling baik untuk operation, such as catering services and ground handling
keperluan sendiri maupun untuk pihak ketiga; services, either to satisfy own needs or third party’s needs;
5. Jasa layanan sistem informasi yang berkaitan dengan 5. Information systems services related to aviation industry,
industri penerbangan, baik untuk keperluan sendiri either to satisfy own needs or third party’s needs;
maupun untuk pihak ketiga;
6. Jasa layanan konsultasi yang berkaitan dengan industri 6. Consulting services related to aviation industry;
penerbangan;
7. Jasa layanan pendidikan dan pelatihan yang berkaitan 7. Education and training services related to aviation
dengan industri penerbangan, baik untuk keperluan industry, either to satisfy own needs or third party’s
sendiri maupun untuk pihak ketiga; dan needs;
8. Jasa layanan kesehatan personel penerbangan, baik 8. Health care services for aircrew, either to satisfy own
untuk keperluan sendiri maupun pihak ketiga. needs or third party’s needs.

Profil Perusahaan
Company Profile
Perseroan mulai beroperasi komersial pada tahun 1950. The Company began its commercial operations in 1950. The
Jumlah pegawai Perseroan dan entitas anak (bersama-sama number of employees of the Company and its subsidiaries
disebut sebagai “Grup”) pada tanggal 31 Desember 2019 (collectively referred to as “the Group”) as of December
dan 2018 adalah masing-masing 15.623 dan 16.336 31, 2019 and 2018 were 15,623 and 16,336 employees
pegawai. respectively.
Pembukuan Perseroan sejak tahun 2012 telah menggunakan The Company’s bookkeeping since 2012 has been in English
bahasa Inggris dan dalam mata uang Dolar Amerika Serikat and in United States Dollars (USD) and has been approved
(USD) dan telah disetujui oleh Direktorat Jenderal Pajak by the Directorate General of Taxes under Decision No.
dengan keputusan No. KEP-289/WPJ.19/2012. KEP-289/WPJ.19/2012.
KETERANGAN PERUBAHAN NAMA INFORMATION ON CHANGES OF NAME

Sejak pendiriannya pada 31 Maret 1950, Perseroan sempat Since its establishment on March 31, 1950, the Company
mengalami perubahan nama. Kronologi perubahan nama has changed its name. The chronology of the change of
Perseroan adalah sebagai berikut. the Company’s name is as follows:
Tahun Nama Tanggal Efektif Akta

Year Name Effective Date Deed
1950 Garuda Indonesia Airways N.V 31 Maret 1950 No. 137 tanggal 31 Maret 1950 dibuat dihadapan Raden Kadiman, Notaris
March 31, 1950 di Jakarta, telah disetujui oleh Menteri Kehakiman Republik Indonesia Serikat
dalam keputusannya tertanggal 31 Maret 1950 dengan No. J.A. 5/12/10, telah
didaftarkan dalam buku register di Kantor Pengadilan Negeri di Jakarta di bawah
No. 327 pada tanggal 24 April 1950, dan telah diumumkan dalam Berita Negara
Republik Indonesia Serikat No. 30 tanggal 12 Mei 1950, Tambahan No. 136.
No. 137 dated March 31, 1950 made before Raden Kadiman, a Notary in Jakarta,
which has been approved by the Minister of Justice of the Republic of the United
States of Indonesia (R.I.S.) in the Decision dated March 31, 1950 No. J.A. 5/12/10,
which has been registered in the register book at the District Court Office in Jakarta
under No. 327 on April 24, 1950, and has been announced in the State Gazette of
the Republic of the United States of Indonesia (R.I.S.) No. 30, dated May 12, 1950,
Supplement No. 136.
1975 PT Garuda Indonesia Airways 4 Maret 1975 Akta No. 8 tanggal 4 Maret 1975 sebagaimana diubah dengan Akta Perubahan
March 4, 1975 No. 42 tanggal 21 April 1975, dan kemudian diubah dengan Akta Perubahan No.
24 tanggal 12 Juni 1975, ketiganya dibuat di hadapan Soeleman Ardjasasmita,
S.H., Notaris di Jakarta yang telah mendapat pengesahan dari Menteri Kehakiman
Republik Indonesia berdasarkan Surat Keputusan No. Y.A. 5/225/8 tertanggal 23
Juni 1975, dan telah didaftarkan di Pengadilan Negeri Jakarta pada tanggal 1 Juli
1975 berturut-turut di bawah No. 2250, 2251, dan 2252, serta telah diumumkan
dalam Berita Negara Republik Indonesia No. 68, tanggal 26 Agustus 1975,
Tambahan No. 434.
Deed No. 8 dated March 4, 1975, which then amended based on Deed of
Amendment No. 42 dated April 21, 1975, which then amended based on Deed
of Amendment No. 24 dated June 12, 1975, the three of them were made before
Soeleman Ardjasasmita, S.H., a Notary in Jakarta, which have been approved by the
Minister of Justice of the Republic of Indonesia based on Decision Letter No. Y.A.
5/225/8 dated June 23, 1975, and has been registered at the District Court Office
in Jakarta dated July 1, 1975 consecutively under No. 2250, 2251, and 2252, and
have been announced in the State Gazette of the Republic of Indonesia No. 68,
dated August 26, 1975, Supplement No. 434.
1989 PT (Persero) Perusahaan 4 April 1989 No. 3 tanggal 4 April 1989 dibuat di hadapan Soeleman Ardjasasmita, S.H., Notaris
Penerbangan Garuda Indonesia April 4, 1989 di Jakarta, yang telah mendapat persetujuan dari Menteri Kehakiman Republik
Indonesia berdasarkan Surat Keputusan No. C2-4163.HT.01.04.TH89 tanggal 3
Mei 1989, didaftarkan di Kantor Pengadilan Negeri Jakarta Pusat di bawah No.
919/1989 tanggal 16 Mei 1989, serta telah diumumkan dalam Berita Negara
Republik Indonesia No. 44 tanggal 2 Juni 1989, Tambahan No. 970.
No. 3 dated April 4, 1989, made before Soeleman Ardjasasmita, S.H., a Notary in
Jakarta, which has obtained approval from the Minister of Justice of the Republic of
Indonesia based on the Decree No. C2-4163.HT.01.04.TH89 dated May 3, 1989,
which has been registered at the Central Jakarta District Court under register No.
919/1989 dated May 16, 1989, and has been announced in State Gazette of the
Republic of Indonesia No. 44, dated June 2, 1989, Supplement No. 970.
2010 PT Garuda Indonesia (Persero) 16 November 2010 Akta No. 24 tanggal 16 November 2010 dibuat dihadapan Fathiah Helmi, S.H Notaris
November 16, 2010 di Jakarta, yang telah mendapat persetujuan Menteri Hukum dan HAM RI melalui
Keputusan No. AHU-54724.AH.01.02.Tahun 2010 tanggal 22 November 2010.
Deed No. 24 dated November 16, 2010, made before Fathiah Helmi, S.H., a Notary in
Jakarta, which has obtained approval from the Minister of Law and Human Rights of the
Republic of Indonesia based on Decree No. AHU-54724.AH.01.02.Tahun 2010 dated
November 22, 2010.

BIDANG USAHA
BIDANGLineUSAHA
of Business
Line of Business
KEGIATAN USAHA PERUSAHAAN BUSINESS ACTIVITIES BY ARTICLES OF

MENURUT ANGGARAN DASAR DAN ASSOCIATION AND BY OPERATIONS
YANG DIJALANKAN
Merujuk pada pasal 3 Anggaran Dasar Perseroan sebagaimana Referring to Article 3 of the Company’s Articles of Association
termuat dalam Akta No. 35 tanggal 17 Mei 2018, ruang as contained in Deed No. 35 dated May 17, 2018, the
lingkup kegiatan usaha Perseroan mencakup kegiatan usaha scope of the Company’s business activities covers the main
utama sesuai ketentuan dan peraturan perundang-undangan business activities in accordance with the applicable laws
yang berlaku seperti dijabarkan berikut ini: and regulations as described below:
Kegiatan Usaha Sudah Dijalankan Belum Dijalankan

Business Activities Operating Not Yet Operating
Utama | Main
Angkutan udara niaga berjadwal untuk penumpang, barang dan pos dalam negeri dan luar negeri.
√
Scheduled commercial air transportation for domestic and international passengers, cargoes, and mails.
Angkutan udara niaga tidak berjadwal untuk penumpang, barang dan pos dalam negeri dan luar negeri.
√
Non-scheduled commercial air transportation for domestic and international passengers, cargoes, and mails.
Reparasi dan pemeliharaan pesawat udara, baik untuk keperluan sendiri maupun untuk pihak ketiga.
√
Aircraft repair and maintenance, either to satisfy own needs or third party’s needs.
Jasa penunjang operasional angkutan udara niaga, meliputi catering dan ground handling baik untuk
keperluan sendiri maupun untuk pihak ketiga.
√
Support services for commercial air transportation operation, such as catering services and ground handling
services, either to satisfy own needs or third party’s needs.
Jasa layanan sistem informasi yang berkaitan dengan industri penerbangan, baik untuk keperluan sendiri
maupun untuk pihak ketiga. √
Information systems services related to aviation industry, either to satisfy own needs or third party’s needs.
Jasa layanan konsultasi yang berkaitan dengan industri penerbangan.
√
Consulting services related to aviation industry.
Jasa layanan pendidikan dan pelatihan yang berkaitan dengan industri penerbangan, baik untuk keperluan
sendiri maupun untuk pihak ketiga. √
Education and training services related to aviation industry, either to satisfy own needs or third party’s needs.
Jasa layanan kesehatan personil penerbangan, baik untuk keperluan sendiri maupun pihak ketiga.
√
Health care services for aircrew, either to satisfy own needs or third party’s needs.
Pendukung | Supporting
Pergudangan | Warehousing √
Perkantoran | Offices √
Fasilitas pariwisata | Tourism facilities √
Penyewaan dan pengusahaan sarana dan prasarana yang terkait industri penerbangan.
√
Leasing and operation of facilities and infrastructure associated with aviation industry.
PRODUK DAN/ATAU JASA PRODUCTS AND/OR SERVICES

Penyediaan produk dan jasa Perseroan telah memenuhi Provision of products and services has fulfilled the
standar internasional yang dikemas dengan tajuk Garuda international standards packaged in the title of Garuda
Indonesia Experience, meliputi pengalaman terbang yang Indonesia Experience, including the integrated flying
terintegrasi dari pelayanan preflight, in-flight, hingga post- experience from preflight service, in-flight, to past-flight
flight melalui 5 (lima) panca indera. through 5 (five) senses.
Pengalaman visual yang memanjakan mata penumpang.

Sight :
Visual experience which feast the eyes of passengers.
Menghadirkan Garuda Indonesia Experience melalui perangkat mutakhir Audio & Video on Demand (AVOD).
Sound :
Presenting Garuda Indonesia Experience through the advanced Audio & Video on Demand (AVOD) system.
Membawa aroma yang menyegarkan sekaligus menenangkan di kantor penjualan dan lounge.
Scent :
Creating a refreshing and soothing aroma in sales offices and lounges.
Menyuguhkan cita rasa makanan dan minuman khas nusantara.
Taste :
Presenting the taste of Indonesian food and beverages.
Menghadirkan konsep touch yang tercermin dalam layanan tulus dan bersahabat.
Touch :
Presenting the concept of touch that is reflected in the sincere and friendly service.

PENGEMBANGAN ARMADA
PENGEMBANGAN
Fleet Development ARMADA
Fleet Development
Profil Perusahaan
Company Profile
DC 3 DAKOTA DH HERON CV-340 CV-440
Dioperasikan pada 1949 Dioperasikan pada 1950-1966 Dioperasikan pada 1950-1966 Dioperasikan pada 1956-1966
Operated in 1949 Operated in 1950-1966 Operated in 1950-1966 Operated in 1956-1966
LOCKHEED L -118 ELECTRA CONVAIR 990 A DC 8 DC 9
Dioperasikan pada 1961 Dioperasikan pada 1963 Dioperasikan pada 1965 Dioperasikan pada 1969-1989
Operated in 1961 Operated in 1963 Operated in 1965 Operated in 1969-1989
FOKKER 27 FOKKER 28 DC 10 BOEING 747-200
Dioperasikan pada 1969 Dioperasikan pada 1971-2001 Dioperasikan pada 1976-2004 Dioperasikan pada 1980-2000
Operated in 1969 Operated in 1971-2001 Operated in 1976-2004 Operated in 1980-2000
AIRBUS A300-B4 BOEING 737-300 BOEING 737-400 BOEING 737-500
Dioperasikan pada 1982-2000 Dioperasikan sejak Dioperasikan pada 1989-2011 Dioperasikan sejak
Operated in 1982-2000 1989-sekarang* Operated in 1989-2011 1989-sekarang*
Operated in 1989-present* Operated in 1989-present*

PENGEMBANGAN ARMADA
Fleet Development
MD 11 BOEING 747-400 AIRBUS A330-300 BOEING 737-800NG
Dioperasikan pada 1991-1998 Dioperasikan pada 1994-2017 Dioperasikan sejak Dioperasikan sejak
Operated in 1991-1998 Operated in 1994-2017 1996-sekarang 2005-sekarang
Operated in 1996-present Operated in 2005-present
AIRBUS A330-200 BOMBARDIER CRJ1000 BOEING 777-300ER ATR72-600

Next Gen
Dioperasikan sejak Dioperasikan sejak Dioperasikan sejak Dioperasikan sejak

2009-sekarang 2012-sekarang 2013-sekarang 2013-sekarang
Operated in 2009-present Operated in 2012-present Operated in 2013-present Operated in 2013-present
BOEING 737 MAX 8 AIRBUS A330-900neo AIRBUS A320-200 ATR72-600
Dioperasikan sejak Dioperasikan pada Dioperasikan pada Dioperasikan pada

2018-Maret 2019 berhenti 2019-sekarang 2011-sekarang 2019-sekarang
operasi karena regulasi Operated in 2019-present Operated in 2011-present Operated in 2019-present
Operated in 2018-stop operate
in march 2019 due to regulation
AIRBUS A330-900neo
Dioperasikan pada
2019-sekarang
Operated in 2019-present

PROFIL ARMADA
PROFIL
Fleet Profil ARMADA
Fleet Profile
Profil Perusahaan
Company Profile
Garuda Indonesia memiliki sejumlah armada pesawat Garuda Indonesia boasts an impressive fleet of aircraft that
udara yang secara konsisten mengalami penyegaran dan has been consistently refreshed and rejuvenated to enhance
peremajaan demi kenyamanan perjalanan pelanggan. your travel experience. Below are the aircraft fleet owned
Berikut adalah armada pesawat udara yang dimiliki oleh by Garuda Indonesia.
Garuda Indonesia.
Garuda Indonesia
Total Cockpit/Cabin Seat

A/C Type Length Wingspan Range First/Business/Economy Maximum speed
A/C in A/C
24 A/C Reg: 12C/162Y

B737-800 73 39.47 m 35.79 m 5.713 km 3 pilot seat/6 Att seat 0.82 Mach
49 A/C Reg: 12C/150Y
B737 MAX 8 1 39.52 m 35.91 m 6.510 km 8C/162Y 3 pilot seat/6 Att seat 0.82 Mach
CRJ 1000 18 39.13 m 26.18 m 3.004 km 12C/84Y 3 pilot seat/3 Att seat 470kt/0.82 Mach
ATR72-600 13 27,17 m 27.05 m 1.648 km 70Y 3 Pilot seat/2 Att Seat 510 km/h (275 kt)
8F/38C/268Y (GIF & GIG)

B777-300 10 73.90 m 64.80 m 14.492 km 4 pilot seat/18 Att Seat 511 kts/ 0.89 Mach
26C/367Y (GIA-GIK exc GIF & GIG)
A330-200 7 58.38 m 60.30 m 13.427 km 36C/186Y 4 pilot seat / 11 Att seat 330kt / 0.86 Mach
6 AC : 360Y
A330-300 17 63.69 m 60.30 m 11.297 km 7 AC : 36C/215Y 4 pilot seat / 12 Att seat 330kt / 0.86 Mach
4 AC : 24C/263Y
A330-900 3 63.67 m 64.00 m 11.556 km 24C/277Y 4 pilot seat /12 Att seat 330kt / 0.86 Mach
Citilink
Total Cockpit/Cabin Seat

A/C Type Length Wingspan Range First/Business/Economy Maximum speed
A/C in A/C
A320-200 42 37.57 m 34.10 m 6.200 km 180Y 4 pilot seat /4 Att seat 0.82 Mach
A320-200
10 37.57 m 35.80 m 6.300 km 180 Y 4 pilot seat /4 Att seat 0.82 Mach
neo
ATR72-600 7 27,17 m 27,05 m 1.648 km 70Y 3 Pilot seat/2 Att Seat 510 km/h (275 kt)
A330-900 1 63.67 m 64.00 m 11.556 km 42Y+ / 323Y 4 pilot seat /11 Att seat 0.86 Mach

PROFIL ARMADA
Fleet Profil

PETA WILAYAH USAHA
PETA WILAYAH
Business Area Map USAHA
Business Area Map
Profil Perusahaan
Company Profile
Jumlah destinasi Garuda Indonesia saat ini berjumlah Garuda Indonesia has a total of 22 International and
22 Internasional dan 48 Domestik, dengan jumlah 48 Domestic destinations, with Garuda Indonesia
negara yang diterbangi langsung oleh Garuda direct flight to 12 countries. In addition, the current
Indonesia sebanyak 12 Negara. Selain itu jumlah number of fleets owned by Garuda Indonesia stands
fleet yang dimiliki oleh Garuda Indonesia saat ini at 142 aircraft with an average age of 7.54 years.
berjumlah 142 pesawat dengan umur rata-rata While the number of daily departures in 2019 reached
7,54 tahun. Serta jumlah daily departures di 2019 443 flights per day, which also received an award
mencapai 443 penerbangan per hari dan juga as The Best On Time Performance (OTP) of five star
mendapatkan penghargaan sebagai maskapai five airline in the World.
star airline dengan predikat The Best On Time
Performance (OTP) di dunia.
Banda Aceh
Medan
Berau
Sibolga Silangit
(Pinangsori)
Pekanbaru Batam
Gunung Sitoli (Nias) Tjg Pinang
Pontianak
Samarinda
(Aji Pangeran Tumenggung Pranoto)
Balikpapan
Padang Jambi Ketapang
Pgk Pinang
Palangkaraya
Pkl . Bun
Palembang Banjarmasin
Tjg Pandan
Bengkulu
Tjg.Karang
Jakarta
Bandung Semarang Surabaya
Solo
Yogyakarta
Malang
KulonProgo
Banyuwangi
Lombok Praya
Denpasar
48 DESTINASI DOMESTIK
Domestic Destinations
Destinasi Lama | Existing Destination
Destinasi Baru | New Destination

PETA WILAYAH USAHA
Business Area Map
DESTINASI DOMESTIK
Domestic Destination
Manado
Ternate
Gorontalo
Sorong Biak
Palu
Jayapura
Mamuju
Kendari
Nabire
Ambon
Makassar
Timika
(Ujung Pandang)
LabuanBajo
Merauke
Kupang
KANTOR CABANG
Domestik: 116 kantor cabang
Internasional: 19 kantor cabang (11 negara).
BRANCH OFFICES
Domestic: 116 branch offices
International: 19 branch offices (11 countries).

PETA WILAYAH USAHA
Business Area Map
Profil Perusahaan
Company Profile
22 DESTINASI INTERNASIONAL
International Destinations
Destinasi Lama | Existing Destination
Destinasi Baru | New Destination

PETA WILAYAH USAHA
Business Area Map
DESTINASI INTERNASIONAL
International Destination
London (LHR) Amsterdam
Beijing
Tokyo-Narta
Zhengzhou Seoul Nagoya
Xi’an Osaka Tokyo-Haneda
Shanghai
Madinah Guangzhou
Jeddah Hong Kong
Bangkok
Davao
Kuala Lumpur
Singapore
Perth
Sydney
Melbourne

STRUKTUR ORGANISASI
STRUKTUR ORGANISASI
Profil Perusahaan
Company Profile
Berikut adalah struktur organisasi Garuda Indonesia Below is the organization structure of Garuda Indonesia
per 7 November 2018. Struktur ini disahkan melalui as per November 7, 2018. This structure was approved
Surat Keputusan No. JKTDZ-SKEP-50059-2019 through Decision Letter No. JKTDZ-SKEP-50059-2019
tentang Organisasi Induk PT Garuda Indonesia on Parent Organization of PT Garuda Indonesia (Persero)
(Persero) Tbk tanggal 20 Desember 2019. Tbk dated December 20, 2019.
DIREKTUR UTAMA
President & CEO
• CORPORATE I Gusti Ngurah Askhara Danadiputra
QUALITY, SAFETY
& ENVIRONMENT
MANAGEMENT
Dani Haikal Iriawan
• CORPORATE
SECURITY
Santoso
DIREKTUR KARGO &
PENGEMBANGAN USAHA DIREKTUR NIAGA
• CORPORATE
DIRECTOR OF CARGO & DIRECTOR OF COMMERCIAL
SECRETARY BUSINESS DEVELOPMENT
M. Ikhsan Rosan Pikri Ilham Kurniansyah
Mohammad Iqbal
• INTERNAL AUDIT
Ria Anugriani
• TRANSFORMATION
MANAGEMENT
• ASIA REGION
• CARGO COMMERCIAL • MARKETING I Wayan Subagia
Joseph Dajoe K. Tendean Arsena Permasadhie
• JAPAN & KOREA
• CARGO OPERATIONS • SBU LOYALTY & REGION
Kadek Bayu Temaja ANCILLARY REVENUE Sony Syahlan
Jubi Prasetyo
• CORPORATE • CHINA REGION
PLANNING & • SBU UMRAH & HAJJ
RESEARCH CHARTER • SOUTH WEST
Heri Hutomo PASCIFIC REGION
• BUSINESS
DEVELOPMENT • SALES & DISTRIBUTION • EUROPE REGION
Asa Perkasa Reza Aulia Hakim • SUMATERA REGION
• GROUND SERVICES Berthon Hutapea
Engelin Yolanda Kardinal • JAKARTA RAYA
REGION
Mochamad Yans Verio
• JAWA, BALI, & NUSA
TENGGARA REGION
Ngakan Putu
Septigraha
• KALIMANTAN,
SULAWESI, & PAPUA
REGION
Aryo Wijoseno
* Terdapat perubahan nomenklatur dan beberapa nama pejabat pada * There was a change in nomenclature and several names of officials
Keputusan RUPS tanggal 29 Januari 2020, seperti dijelaskan pada at the GMS Resolutions dated January 29, 2020, as explained in the
bagian Profil Direksi. section of Board of Directors’ Profile.

STRUKTUR ORGANISASI
DIREKSI
SUBSIDIARIES
DIREKTUR KEUANGAN & DIREKTUR TEKNIK &

DIREKTUR
MANAJEMEN RISIKO DIREKTUR OPERASI LAYANAN
HUMAN CAPITAL
DIRECTOR OF FINANCE & RISK DIRECTOR OF OPERATION DIRECTOR OF MAINTENANCE &
DIRECTOR OF HUMAN CAPTAL
MANAGEMENT SERVICES
Heri Akhyar
Fuad Rizal Iwan Joeniarto
• FINANCIAL ANALYSIS • HUMAN CAPITAL • FLIGHT OPERATIONS • AIRCRAFT

MANAGEMENT Tumpal Manumpak MAINTENANCE
• FINANCIAL
Aryaperwira Adileksana Hutapea MANAGEMENT
ACCOUNTING
Jaka Ari Triyoga
Pandu Fajar Wisudha • LEARNING & • OPERATION SUPPORT
DEVELOPMENT Dodi Kristanto • AIRWORTHINESS
• TREASURY
Ade Dwipayana MANAGEMENT
MANAGEMENT • OPERATION
Purnomo
Tengku Valmy Andali • CORPORATE LEGAL & PLANNING &
COMPLIANCE CONTROL • ACQUISITION
• ENTERPRISE RISK
Mega Hapsari Fanny Kawulusan & AIRCRAFT
MANAGEMENT
Ramadhani MANAGEMENT
Novrey Kurniawan • INFORMATION
Mukhtaris
• BUSINESS SUPPORT & TECHNOLOGY
• REVENUE
GENERAL AFFAIRS MANAGEMENT • INFLIGHT SERVICES
MANAGEMENT
Mitra Piranti Firdaus
Grahita Primasari • NETWORK
• CABIN SERVICES & ALLIANCE
Rony Eka Mirsa Putra MANAGEMENT
Norma Aulia

VISI, MISI, DAN BUDAYA PERUSAHAAN
VISI, MISI,
Vision, Mission, andDAN BUDAYA
Corporate Culture PERUSAHAAN
Vision, Mission, and Corporate Culture
Profil Perusahaan
Company Profile
3.5
VISI Value-Driven Aviation Group, Bringing Indonesian
VISION Hospitality to the World (US$3.5 Billion)
MISI
MISION
SHAREHOLDER CUSTOMER PROCESS EMPLOYEE

Maximize group value for better By delivering excellent Indonesia While implementing cost And by engaging passionate &
shareholder return among region- hospitality and world best leadership & synergy within proud employee in one of the most
al airlines. experiences to customers. group. admired company to work for in
Indonesia.
STRATEGI PERUSAHAAN | CORPORATE STRATEGY
QUICK WINS
1 Corporate Culture
Transformation through
the Development of People,
Process, and Technology.
2 3 Revenue
Enhancement.
Redefine Cost Structure
Based on Shared Service
Organization.
NILAI PERUSAHAAN | CORPORATE VALUES
ONE FAMILY, ONE NATION, ONE GARUDA INDONESIA

REVIEW VISI DAN MISI OLEH DEWAN KOMISARIS DAN DIREKSI
Dewan Komisaris dan Direksi telah melakukan kajian dan review terhadap visi dan misi Perseroan, dan menyatakan bahwa visi dan misi tersebut
masih sesuai dengan tantangan dan peluang yang dihadapi Perseroan ke depan. Visi dan Misi Perseroan terdapat dalam RJPP (Rencana Jangka
Panjang Perusahaan) Tahun 2016-2020 dan telah disetujui oleh Dewan Komisaris dan Direksi.
REVIEW OF VISION AND MISSION BY THE BOARD OF COMMISSIONERS AND DIRECTORS

The Board of Commissioners and Board of Directors have conducted a study and review of the Company’s vision and mission, and stated that
the vision and mission are still in accordance with the challenges and opportunities faced by the Company going forward. The Company’s
vision and mission are contained in the 2016-2020 RJPP (Company Long-Term Plan) and have been approved by the Board of Commissioners
and Board of Directors.

PROFIL DEWAN KOMISARIS
Board of Commissioners Profil
Board of Commissioners Profile
Triawan Munaf
Komisaris Utama
Kewarganegaraan
Warga Negara Indonesia
Nationality
Domisili
Jakarta
Domicile
Lahir di Bandung pada tahun 1958,
Tempat & Tanggal Lahir/Usia usia 61 tahun per Desember 2019.
Place and Date of Birth/Age Born in Bandung, in 1958,
61 years old per December 2019.
• Sarjana bidang Ilmu Sosial dan Politik dari Universitas Parahyangan, Bandung.
• Studying Organization, Business Management and Operational aspects of Commercial Television Television
Training Centre, London UK (1978 – 1980).
Riwayat Pendidikan • Studied at School of Computer Technology, London UK (1978 – 1980).
Education • Bachelor of Social and Political Science from Universitas Parahyangan, Bandung.
• Studying Organization, Business Management and Operational aspects of Commercial Television Television
Training Centre, London UK (1978 – 1980).
• Studied at School of Computer Technology, London UK (1978 – 1980).
• Founder and Chairman of Advocado (PT Senopati Guntur) (2011-saat ini).
Pengalaman Kerja • Chairman of Indonesian Agency for Creative Economy (BEKRAF) (2015-2019).
Work Experiences • Founder and Chairman of Advocado (PT Senopati Guntur) (2011-present).
• Chairman of Indonesian Agency for Creative Economy (BEKRAF) (2015-2019).
Diangkat pertama kalinya sebagai Komisaris Utama Garuda Indonesia berdasarkan Keputusan RUPS Luar Biasa
Riwayat Penunjukan pada tanggal 22 Januari 2020.
History of Appointment First appointment as President Commissioner of Garuda Indonesia is based on Extraordinary GMS dated January
22, 2020.
Periode Jabatan 22 Januari 2020 - saat ini (Periode Pertama).
Term of Office January 22, 2020 - present (First Period).
Jabatan Rangkap Founder and Chairman of Advocado (PT Senopati Guntur) (2011-saat ini).
Concurrent Positions Founder and Chairman of Advocado (PT Senopati Guntur) (2011-present).
Tidak memiliki hubungan afiliasi baik dengan anggota Direksi, anggota Dewan Komisaris lainnya maupun
Hubungan Afiliasi dengan pemegang saham pengendali dan utama.
Affiliation Relationship No affiliation relationship with members of Board of Directors, other members of Board of Commissioners, or
Main and Controlling Shareholders.
Kepemilikan
Saham Garuda Indonesia
-
Share Ownership of
Garuda Indonesia

Profil Perusahaan
Company Profile
Chairal Tanjung
Wakil Komisaris Utama
Vice President Commissioner
Kewarganegaraan
Warga Negara Indonesia
Nationality
Domisili
Jakarta
Domicile
Lahir di Jakarta pada tahun 1966,
Place and Date of Birth/Age Born in Jakarta, in 1966,
• Sekolah Tinggi Akuntansi Negara (STAN) (1987).

Riwayat Pendidikan • Sarjana bidang Ekonomi dari Universitas Indonesia (1997).
Education • Indonesian State College of Accountancy (STAN) (1987).
• Bachelor of Economics from Universitas Indonesia (1997).
• Auditor di BPKP (1987-1992).
• Finance Manager CT Corp (1992-2000).
• Direktur di CT Corp (2000 - sekarang).
Pengalaman Kerja • Komisaris PT Garuda Indonesia (Persero) Tbk (2014 - saat ini).
Work Experiences • Auditor of BPKP (1987-1992).
• Finance Manager of CT Corp (1992-2000).
• Director of CT Corp (2000-present).
• Commissioner of PT Garuda Indonesia (Persero) Tbk (2014-present).
Diangkat pertama kalinya sebagai Komisaris pada Rapat Umum Pemegang Saham Luar Biasa pada tanggal 12
Desember 2012 dan diperpanjang sebagai Anggota Dewan Komisaris pada RUPS Tahunan 2019, selanjutnya
diangkat sebagai Wakil Komisaris Utama Garuda Indonesia berdasarkan Rapat Umum Pemegang Saham Luar
Riwayat Penunjukan Biasa pada tanggal 22 Januari 2020.
History of Appointment First appointed as a Commissioner at the Extraordinary General Meeting of Shareholders on December
12, 2012 and extended as a Member of Board of Commissioners at the 2019 Annual General Meeting of
Shareholders, subsequently appointed as Vice President Commissioner of Garuda Indonesia based on the
Extraordinary General Meeting of Shareholders on January 22, 2020.
Periode Jabatan 12 Desember 2012 - saat ini (Periode Kedua)
Term of Office December 12, 2012 - present (Second Period)
Jabatan Rangkap Direktur di CT Corp (2000 - saat ini).
Concurrent Positions Director of CT Corp (2000-present).
Kepemilikan
-
Share Ownership of
Garuda Indonesia

Elisa Lumbantoruan
Komisaris Independen
Independent Commissioner
Kewarganegaraan Warga Negara Indonesia
Nationality Indonesian
Domisili
Jakarta
Domicile
Lahir di Siborong-Borong pada tahun 1960,
Place and Date of Birth/Age Born in Siborong-Borong, in 1960,
Riwayat Pendidikan • Sarjana bidang Ilmu Matematika dari Institut Teknologi Bandung.
Education • Bachelor of Mathematical Science from Institut Teknologi Bandung.
• EVP/Director of Human Capital, IT & Strategy - PT Samora Usaha Makmur (2014-2015).
• Independent Commissioner - PT Indosat Tbk (2015-saat ini).
Pengalaman Kerja • President Director & CEO - PT ISS Indonesia & ISS Indonesia Group (2015-saat ini).
Work Experiences • EVP/Director of Human Capital, IT, & Strategy of PT Samora Usaha Makmur (2014-2015).
• Independent Commissioner of PT Indosat Tbk (2015-present).
• President Director & CEO of PT ISS Indonesia & ISS Indonesia Group (2015-present).
Diangkat pertama kalinya sebagai Komisaris Independen Garuda Indonesia berdasarkan Keputusan RUPS Luar
History of Appointment First appointment as Independent Commissioner of Garuda Indonesia is based on Extraordinary GMS decision
dated January 22, 2020.
Periode Jabatan 22 Januari 2020- saat ini (Periode Pertama).
• Independent Commissioner - PT Indosat Tbk (2015-saat ini).
Jabatan Rangkap • President Director & CEO - PT ISS Indonesia & ISS Indonesia Group (2015-saat ini).
Concurrent Positions • Independent Commissioner of PT Indosat Tbk (2015-present).
• President Director & CEO of PT ISS Indonesia & ISS Indonesia Group (2015-present.).
Kepemilikan
-
Share Ownership of
Garuda Indonesia

Profil Perusahaan
Company Profile
Zannuba Arifah CH. R (Yenny Wahid)

Domisili
Jakarta
Domicile
Lahir di Jombang pada tahun 1974,
Place and Date of Birth/Age Born in Jombang, in 1974,
• Sarjana bidang Seni Komunikasi Visual dari Universitas Trisakti.

Riwayat Pendidikan • Master bidang Administrasi Publik dari Harvard Kennedy School.
Education • Bachelor of Visual Communication Arts from Trisakti University.
• Master of Public Administration from Harvard Kennedy School.
Pengalaman Kerja • Staf Khusus Presiden bidang Komunikasi Politik (Era Pemerintahan Susilo Bambang Yudhoyono).
Work Experiences • President Special Staff in Political Communication (Susilo Bambang Yudhoyono’s Administration Era).
Diangkat pertama kalinya sebagai Komisaris Independen Garuda Indonesia berdasarkan Keputusan RUPS Luar
History of Appointment First appointment as Independent Commissioner of Garuda Indonesia is based on Extraordinary GMS decision
dated January 22, 2020.
Periode Jabatan 22 Januari 2020- saat ini (Periode Pertama).
Jabatan Rangkap Ketua Komite Audit - PT Duta Intidaya Tbk (Watson) (2016 - 2021).
Concurrent Positions Chairman of Audit Committee - PT Duta Intidaya Tbk (Watson) (2016-2021).
Kepemilikan
-
Share Ownership of
Garuda Indonesia

Peter Frans Gontha

Komisaris
Commissioner
Domisili
Jakarta
Domicile
Lahir di Semarang pada tahun 1948,
Place and Date of Birth/Age Born in Semarang, in 1948,
Riwayat Pendidikan • Sarjana bidang Keuangan, Akuntansi dan Administrasi Bisnis dari Praehap Institute, Rotterdam Netherlands.
Education • Bachelor in Finance, Accounting, and Business Administration from Praehap Institute, Rotterdam Netherlands.
• Duta Besar - Republik Indonesia di Warsawa, Polandia (2014-2018).
• Bantuan Khusus kepada Menteri Luar Negeri untuk Masalah Prioritas (2019).
• Pendiri dan Associate Director - Melchor Group (2019-saat ini).
• Ketua The Advisory Group - Harita Group (2019- saat ini).
Pengalaman Kerja • Presiden Direktur - PT Indonusa Telemedia (Transvision) (2019- saat ini).
Work Experiences • Ambassador of Republic of Indonesia in Warsaw, Poland (2014-2018).
• Special Assistance to the Minister of Foreign Affairs for Priority Issues (2019).
• Founder and Associate Director of Melchor Group (2019-present).
• Chairperson of The Advisory Group of Harita Group (2019-present).
• President Director of PT Indonusa Telemedia (Transvision) (2019-present).
Diangkat pertama kalinya sebagai Komisaris Garuda Indonesia berdasarkan RUPS Luar Biasa pada tanggal 22
Riwayat Penunjukan Januari 2020.
History of Appointment First appointment as Commissioner of Garuda Indonesia is based on Extraordinary GMS dated January 22,
2020.
Periode Jabatan 22 Januari 2020 - saat ini (Periode Pertama).
Term of Office January 22, 2020 - present (First Period)
• Pendiri dan Associate Director - Melchor Group (2019-saat ini).
• Ketua The Advisory Group - Harita Group (2019- saat ini).
Jabatan Rangkap • Presiden Direktur - PT Indonusa Telemedia (Transvision) (2019- saat ini).
Concurrent Positions • Founder and Associate Director of Melchor Group (2019-present).
• Chairperson of The Advisory Group of Harita Group (2019-present).
• President Director of PT Indonusa Telemedia (Transvision) (2019-present).
Kepemilikan
-
Share Ownership of
Garuda Indonesia

PROFIL DIREKSI
PROFIL DIREKSI
Board of Directors Profil
Board of Directors Profile

Profil Perusahaan
Company Profile
Irfan Setiaputra
Direktur Utama
President & CEO
Domisili
Jakarta
Domicile
Riwayat Pendidikan | Education

Sarjana bidang Informatika dari Institut Teknologi Bandung (1982) Bachelor of Informatics from Institut Teknologi Bandung (1982).
Pengalaman Kerja | Work Experiences
• Kepala Departemen Sistem Layanan - Manager Information & System Group • Head of Service System Department - Group Manager of Information &
PT Bank Niaga - Jakarta (1993-1995). System of PT Bank Niaga - Jakarta (1993-1995).
• Sistem Integrasi & Perencanaan – Manager Information & System Group PT • System Integration & Planning - Group Manager of Information & System
Bank Niaga - Jakarta (1995-1996). of PT Bank Niaga - Jakarta (1995-1996).
• Account Manager & Team Leader – Industri Perbankan IBM Indonesia, • Account Manager & Team Leader of Banking Industry of IBM Indonesia,
Jakarta (1996 – 2000). Jakarta (1996-2000).
• Managing Director PT Linknet Internet Access (2000 - 2002). • Managing Director of PT Linknet Internet Access (2000-2002).
• Country Manager/Managing Director PT Cisco Systems Indonesia • Country Manager Managing Director of PT Cisco Systems Indonesia
(2002 - 2009). (2002-2009).
• CEO PT Industri Telekomunikasi Indonesia (Persero) (2009 – 2012). • CEO of PT Industri Telekomunikasi Indonesia (Persero) (2009-2012).
• CEO PT Titan Mining Indonesia (2012 – 2014). • CEO of PT Titan Mining Indonesia (2012-2014).
• CEO PT Cipta Kridatama (2014 - 2017). • CEO of PT Cipta Kridatama (2014-2017).
• Chief Operating Officer PT ABM Investama (2015 - 2017). • Chief Operating Officer of PT ABM Investama (2015-2017).
• Komisaris Utama PT Reswara Minergi Hartama (2015 - 2017). • President Commissioner of PT Reswara Minergi Hartama (2015-2017).
• Komisaris PT Sanggar Sarana Baja (2017). • Commissioner of PT Sanggar Sarana Baja (2017).
• Komisaris PT Cipta Kridatama (2017). • Commissioner of PT Cipta Kridatama (2017).
• CEO PT Reswara Minergi Hartama (2017). • CEO of PT Reswara Minergi Hartama (2017).
• CEO Sigfox Indonesia - PT Kirana Solusi Utama (2019 - 2020). • CEO of Sigfox Indonesia of PT Kirana Solusi Utama (2019 - 2020).
• Direktur Utama PT Garuda Indonesia (Persero) Tbk (2020 – saat ini). • President Director of PT Garuda Indonesia (Persero) Tbk (2020 - present).
Riwayat Penunjukan | History of Appointment
Diangkat pertama kalinya sebagai Direktur Utama Garuda Indonesia First appointment as President Director of Garuda Indonesia is based
berdasarkan Akta Pernyataan Keputusan Rapat Perusahaan PT Garuda on Deed of Company Meeting Resolutions of PT Garuda Indonesia
Indonesia (Persero) Tbk No. 26 tanggal 29 Januari 2020. (Persero) Tbk No. 26 dated 29 January 2020.
Periode Jabatan | Term of Office
29 Januari 2020 - saat ini. 29 January 2020 - present.
Jabatan Rangkap | Concurrent Positions
Tidak memiliki rangkap jabatan di perusahaan maupun lembaga lain. No concurrent position in other company or institution.
Hubungan Afiliasi | Affiliation Relationship
Tidak memiliki hubungan afiliasi baik dengan anggota Direksi, No affiliation relationship with members of Board of Directors,
anggota Dewan Komisaris lainnya maupun dengan pemegang saham other members of Board of Commissioners, or Main and Controlling
pengendali dan utama. Shareholders.
Kepemilikan Saham Garuda Indonesia | Share Ownership of Garuda Indonesia
- -

PROFIL DIREKSI
Dony Oskaria
Domisili
Jakarta
Domicile
Lahir di Tanah Datar pada tahun 1969,
Place and Date of Birth/Age Born in Tanah Datar, in 1969,

• Sarjana bidang Hubungan Internasional dari Universitas • Bachelor of International Relations from Padjajaran University,
Padjajaran, Bandung (1994). Bandung (1994).
• Master bidang Management dari Asian Institute of • Master of Management from Asian Institute of Management,
Management Philippines (2009). the Philippines (2009).
• Liabilities Operation Compliance Head Bank Universal (1999-2001). • Liabilities Operation Compliance Head of Bank Universal (1999-2001).
• Branch and Card Operation Division Head Bank Universal • Branch and Card Operation Division Head of Bank Universal
(2001-2002). (2001-2002).
• Jabodetabek Operation Division Head Bank Permata (2003-2004). • Jabodetabek Operation Division Head of Bank Permata (2003-2004).
• Jakarta Operation, E-operastion Head & Retail Bank Permata • Jakarta Operation, E-Operations & Retail Head of Bank Permata
(2003-2004). (2003-2004).
• Operation Development Division Head Bank Mega (2004-2006). • Operation Development Division Head of Bank Mega (2004-2006).
• Service Quality Division Head Bank Mega (2006-2007). • Service Quality Division Head of Bank Mega (2006-2007).
• Corporate Secretary Div. Head Bank Mega (2007-2009). • Corporate Secretary Division Head of Bank Mega (2007-2009).
• Regional Manager Bank Mega (2009-2012). • Regional Manager of Bank Mega (2009-2012).
• Managing Director Bank Mega (2012-2014). • Managing Director of Bank Mega (2012-2014).
• Commissioner PT Garuda Indonesia (Persero) Tbk (2014-2019). • Commissioner of PT Garuda Indonesia (Persero) Tbk (2014-2019).
• Member of the National Industrial Economics Committee • Member of the National Industrial Economics Committee
(2015-2019). (2015-2019).
• CEO Hospitality & Entertainment CT Corp (2014-2020). • CEO of Hospitality & Entertainment of CT Corp (2014-2020).
• Komisaris Citilink (2019 - saat ini). • Commissioner of Citilink (2019-present).
• Wakil Direktur Utama Garuda Indonesia (2020 – saat ini). • Deputy President & CEO of Garuda Indonesia (2020-present).
Diangkat pertama kalinya sebagai Wakil Direktur Utama Garuda First appointment as Vice President Director of Garuda Indonesia is
Indonesia berdasarkan Akta Pernyataan Keputusan Rapat Perusahaan based on Deed of Company Meeting Resolutions of
PT Garuda Indonesia (Persero) Tbk No. 26 tanggal 29 Januari 2020. PT Garuda Indonesia (Persero) Tbk No. 26 dated 29 January 2020.
Komisaris Citilink (2019 - saat ini). Commissioner of Citilink (2019-present).
- -

PROFIL DIREKSI
Profil Perusahaan
Company Profile
Tumpal Manumpak Hutapea

Direktur Operasi
Domisili
Tangerang
Domicile
Lahir di Tapanuli Utara pada tahun 1972,
Place and Date of Birth/Age Born in North Tapanuli, in 1972,
Diploma - Australian Aviation College (1993). Diploma - Australian Aviation College (1993).
• Captain PT Garuda Indonesia (Persero) Tbk (2009-2018). • Captain of PT Garuda Indonesia (Persero) Tbk (2009-2018).
• VP Flight Operation PT Garuda Indonesia (Persero) Tbk • VP Flight Operation of PT Garuda Indonesia (Persero) Tbk
(2018 - saat ini). (2018-present).
• Direktur Operasi PT Garuda Indonesia (Persero) Tbk • Director of Operation of PT Garuda Indonesia (Persero) Tbk
Diangkat pertama kalinya sebagai Direktur Operasi Garuda First appointment as Director of Operation of Garuda Indonesia
Indonesia berdasarkan Akta Pernyataan Keputusan Rapat Perusahaan is based on Deed of Company Meeting Resolutions of PT Garuda
PT Garuda Indonesia (Persero) Tbk No. 26 tanggal 29 Januari 2020. Indonesia (Persero) Tbk No. 26 dated 29 January 2020.
VP Flight Operation PT Garuda Indonesia (Persero) Tbk VP Flight Operation of PT Garuda Indonesia (Persero) Tbk
- -

PROFIL DIREKSI
Rahmat Hanafi
Direktur Teknik
Director of Maintenance
Domisili
Tangerang
Domicile
Lahir di Cirebon pada tahun 1966,
Place and Date of Birth/Age Born in Cirebon, in 1966,
• Sarjana bidang Teknik Elektro (Komputer) dari Institut • Bachelor of Electrical Engineering (Computer) from Institut
Teknologi Bandung (1990). Teknologi Bandung (1990).
• Master bidang Manajemen dari Sekolah Tinggi Ilmu Manajemen • Master of Management from Sekolah Tinggi Ilmu Manajemen
Jakarta (2003). Jakarta (2003).
• Manajer Aircraft Data & Engineering Publication Services PT • Aircraft Data & Engineering Publication Services Manager of PT
Garuda Indonesia (Persero) Tbk (1994-1997). Garuda Indonesia (Persero) Tbk (1994-1997).
• Manajer Avionics Engineering PT Garuda Indonesia (Persero) Tbk • Avionics Engineering Manager of PT Garuda Indonesia
(1997-2000). (Persero) Tbk (1997-2000).
• Manajer Reliability Management PT Garuda Indonesia (Persero) • Reliability Management Manager of PT Garuda Indonesia (Persero)
Tbk (2000-2002). Tbk (2000-2002).
• GM Reliability Engineering & Services PT GMF AeroAsia • GM of Reliability Engineering & Services of PT GMF AeroAsia
(2002-2006). (2002-2006).
• VP Component Maintenance PT GMF AeroAsia (2006-2007). • VP of Component Maintenance of PT GMF AeroAsia (2006-2007).
• VP Engineering Service PT GMF AeroAsia (2007-2010). • VP of Engineering Service of PT GMF AeroAsia (2007-2010).
• Kepala Design Organization Approval PT GMF AeroAsia • Head of Design of Organization Approval of PT GMF AeroAsia
(2010-2012). (2010-2012).
• VP Corporate Development & ICT PT GMF AeroAsia • VP of Corporate Development & ICT of PT GMF AeroAsia
(2010-2013). (2010-2013).
• VP Strategy Management Office at PT GMF AeoroAsia • VP of Office Management Strategy of PT GMF AeroAsia
(2013-2015). (2013-2015).
• Senior VP Strategic Business Unit Engine Maintenance at • Senior VP of Strategic Business Unit of Engine Maintenance of
PT GMF AeroAsia (2015-2016). PT GMF AeroAsia (2015-2016).
• VP Engine Maintenance PT GMF AeroAsia Tbk (2016-2017). • VP of Engine Maintenance of PT GMF AeroAsia Tbk (2016-2017).
• Direktur Base Operation PT GMF AeroAsia Tbk (2017-2018). • Director of Base Operation of PT GMF AeroAsia Tbk (2017-2018).
• Direktur Line Operation PT GMF AeroAsia Tbk (2018). • Director of Line Operation of PT GMF AeroAsia Tbk (2018).
• Senior Executive Project Manager MRO di Batam, Bintan dan • Senior Executive of MRO Project Manager in Batam, Bintan and
Kualanamu PT GMF AeroAsia Tbk (2018-2020). Kualanamu of PT GMF AeroAsia Tbk (2018-2020).
• Direktur Teknik PT Garuda Indonesia (Persero) Tbk • Director of Maintenance of PT Garuda Indonesia (Persero) Tbk
(2020 – saat ini). (2020-present).
Diangkat pertama kalinya sebagai Direktur Teknik Garuda Indonesia First appointment as Director of Maintenance of Garuda Indonesia
berdasarkan Akta Pernyataan Keputusan Rapat Perusahaan PT Garuda is based on Deed of Company Meeting Resolutions of PT Garuda
Indonesia (Persero) Tbk No. 26 tanggal 29 Januari 2020. Indonesia (Persero) Tbk No. 26 dated 29 January 2020.
- -

PROFIL DIREKSI
Profil Perusahaan
Company Profile
Ade R. Susardi
Direktur Layanan, Pengembangan Usaha dan Teknologi Informasi
Director of Services, Business Development, and Information Technology
Domisili
Jakarta
Domicile
Lahir di Bandung pada tahun 1965,
Place and Date of Birth/Age Born in Bandung, in 1965,
Sarjana bidang Teknik Mesin dari Universitas Indonesia (1988). Bachelor of Mechanical Engineering from Universitas Indonesia (1988).
Nokia Networks Indonesia: Nokia Networks Indonesia:
• Account Director Indosat (2008-2010) • Account Director Indosat (2008-2010)
• Account Director Telkomsel (2010-2015) • Account Director Telkomsel (2010-2015)
• Business Development Director (2015-2020) • Business Development Director (2015-2020)
Garuda Indonesia: Garuda Indonesia:
• Direktur Layanan, Pengembangan Usaha • Director of Services, Business Development,
dan Teknologi Informasi (2020-saat ini) and Information Technology (2020-Present)
Diangkat pertama kalinya sebagai Direktur Layanan, First appointment as Director of Services, Business Development,
Pengembangan Usaha dan Teknologi Informasi Garuda Indonesia and Information Technology of Garuda Indonesia is based on Deed
berdasarkan Akta Pernyataan Keputusan Rapat Perusahaan PT Garuda of Company Meeting Resolutions of PT Garuda Indonesia (Persero)
Indonesia (Persero) Tbk No. 26 tanggal 29 Januari 2020. Tbk No. 26 dated 29 January 2020.
- -

PROFIL DIREKSI
Mohammad R. Pahlevi
Domisili
Jakarta
Domicile
• Sarjana bidangManajemen dari Universitas Terbuka (1995). • Bachelor of Management from Universitas Terbuka (1995).
• Master bidang Manajemen Pemasaran dari Sekolah Tinggi Ilmu • Master of Marketing Management from Sekolah Tinggi Ilmu
Jakarta (2004). Jakarta (2004).
• Vice President Europe, UK, Rusia and Africa • Vice President of Europe, UK, Russia, and Africa of
PT Garuda Indonesia (Persero) Tbk (2018-2019). PT Garuda Indonesia (Persero) Tbk (2018-2019).
• Director of Operation Gapura Angkasa (2019 - 2020). • Director of Operation of Gapura Angkasa (2019-2020).
• Direktur Niaga dan Kargo Garuda Indonesia (2020 - saat ini). • Director of Commercial and Cargo of Garuda Indonesia
(2020-present).
Diangkat pertama kalinya sebagai Direktur Niaga dan Kargo Garuda First appointment as Director of Commercial and Cargo of Garuda
Indonesia berdasarkan Akta Pernyataan Keputusan Rapat Perusahaan Indonesia is based on Deed of Company Meeting Resolutions of PT
PT Garuda Indonesia (Persero) Tbk No. 26 tanggal 29 Januari 2020. Garuda Indonesia (Persero) Tbk No. 26 dated 29 January 2020.
- -

PROFIL DIREKSI
Profil Perusahaan
Company Profile
Fuad Rizal
Domisili
Jakarta
Domicile
Sarjana bidang Teknik Industri dari Institut Teknologi Bandung (2000). Bachelor of Industrial Engineering from Institut Teknologi Bandung (2000).
• Associate Director Standard Chartered Bank (2011-2015). • Associate Director of Standard Chartered Bank (2011-2015).
• VP Treasury Management PT Garuda Indonesia (Persero) Tbk • VP of Treasury Management of PT Garuda Indonesia (Persero) Tbk
(2015 - 2018). (2015-2018).
• Direktur Keuangan & Manajemen Risiko Garuda Indonesia • Director of Finance & Risk Management of Garuda Indonesia
(2018 – saat ini). (2018-present).
Diangkat pertama kalinya sebagai Direktur Keuangan dan First appointment as Director of Finance and Risk Management of
Manajemen Risiko Garuda Indonesia berdasarkan Akta Pernyataan Garuda Indonesia is based on Deed of Company Meeting Resolutions
Keputusan Rapat Perusahaan PT Garuda Indonesia (Persero) Tbk No. 3 of PT Garuda Indonesia (Persero) Tbk No. 3 dated 28 September
tanggal 28 September 2018. 2018.
28 September 2018 - saat ini. 28 September 2018 - present.
- -

PROFIL DIREKSI
Aryaperwira Adileksana
Domisili
Jakarta
Domicile
• Diploma 2 bidang Penerbang dari Cockpit Resources • Diploma 2 in Aviation from Cockpit Resources Management
Management Scottsdale (1996). Scottsdale (1996).
• Sarjana bidang Komunikasi dari Universitas Indonesia (2004). • Bachelor of Communication from Universitas Indonesia (2004).
• Master bidang Administrasi Bisnis dari Swiss German • Master of Business Administration from Swiss German
University, Serpong (2012). University, Serpong (2012).
• First Officer PT Garuda Indonesia (Persero) Tbk (2004-2013). • First Officer of PT Garuda Indonesia (Persero) Tbk (2004-2013).
• Captain PT Garuda Indonesia (Persero) Tbk (2013-2018). • Captain of PT Garuda Indonesia (Persero) Tbk (2013-2018).
• VP Human Capital Management PT Garuda Indonesia (Persero) Tbk • VP of Human Capital Management of PT Garuda Indonesia (Persero)
(2018-2020). Tbk (2018-2020).
• Direktur Human Capital Garuda Indonesia (2020 – saat ini). • Director of Human Capital of Garuda Indonesia (2020-present).
Diangkat pertama kalinya sebagai Direktur Human Capital Garuda First appointment as Director of Human Capital of Garuda Indonesia
Indonesia berdasarkan Akta Pernyataan Keputusan Rapat Perusahaan is based on Deed of Company Meeting Resolutions of PT Garuda
PT Garuda Indonesia (Persero) Tbk No. 26 tanggal 29 Januari 2020. Indonesia (Persero) Tbk No. 26 dated 29 January 2020.
- -

Executive Officers Prof
Executive Officers Profile

Profil Perusahaan
Company Profile
Firdaus Engelin Yolanda Kardinal

VP Inflight Services VP Ground Services
Tempat & Tanggal Lahir Jakarta, 20 September 1966 Tempat & Tanggal Lahir Sorong, 8 Juni 1964
Place & DOB Jakarta, September 20, 1966 Place & DOB Sorong, June 8, 1964
SK Pengangkatan SK Pengangkatan
JKTDZ/SKEP/50020/2019 JKTDZ/SKEP/50042/2019
Appointment Decree Appointment Decree
Purnomo Fanny Kawulusan

VP Airworthiness Management VP Operation Planning & Control
Tempat & Tanggal Lahir Jakarta, 9 Agustus 1964 Tempat & Tanggal Lahir Jakarta, 7 Januari 1965
Place & DOB Jakarta, August 9, 1964 Place & DOB Jakarta, January 7, 1965
I Wayan Subagia Mochamad Yans Verio

Regional CEO Asia Region Regional CEO Jakarta Raya Region
Tempat & Tanggal Lahir Denpasar, 14 November 1966 Tempat & Tanggal Lahir Jakarta, 30 Januari 1965
Place & DOB Denpasar, November 14, 1966 Place & DOB Jakarta, January 30, 1965
Joseph Dajoe K. Tendean Kadek Bayu Temaja

VP Cargo Commercial VP Cargo Operations
Tempat & Tanggal Lahir Jakarta , 14 Juli 1966 Tempat & Tanggal Lahir Sukabumi, 14 Oktober 1971
Place & DOB Jakarta, July 14, 1966 Place & DOB Sukabumi, October 14, 1971
Ngakan Putu Septigraha Sony Syahlan

Regional CEO Jawa, Bali & Nustra Region Regional CEO Japan & Korea Region
Tempat & Tanggal Lahir Gianyar, 20 September 1972 Tempat & Tanggal Lahir Tangerang, 21 Mei 1971
Place & DOB Gianyar, September 20, 1972 Place & DOB Tangerang, May 21, 1971
M. Ikhsan Rosan Tumpal Manumpak Hutapea

VP Corporate Secretary VP Flight Operation
Tempat & Tanggal Lahir Medan, 12 Agustus 1968 Tempat & Tanggal Lahir Tapanuli Utara, 10 Maret 1972
Place & DOB Medan, August 12, 1968 Place & DOB North Tapanuli, March 10, 1972

Jaka Ari Triyoga Rony Eka Mirsa Putra

VP Aircraft Maintenance Management VP Cabin Services
Tempat & Tanggal Lahir Boyolali, 3 November 1966 Tempat & Tanggal Lahir Magelang, 22 Oktober 1971
Place & DOB Boyolali, November 3,1966 Place & DOB Magelang, October 22, 1971
Jubi Prasetyo Asa Perkasa

VP SBU Loyalty & Ancillary Revenue VP Business Development
Tempat & Tanggal Lahir Tegal, 13 Maret 1967 Tempat & Tanggal Lahir Bandung, 22 September 1969
Place & DOB Tegal, March 13, 1967 Place & DOB Bandung, September 22,1969
Berthon Hutapea Heri Hutomo

Regional CEO Sumatera Region VP SBU Umrah, Hajj & Charter
Tempat & Tanggal Lahir Dumai, 27 Januari 1969 Tempat & Tanggal Lahir Kudus, 6 Juli 1968
Place & DOB Dumai, January 27, 1969 Place & DOB Kudus, July 6, 1968
Aryo Wijoseno Dani Haikal Iriawan

Regional CEO Kalimantan & Sulapua Region VP Corporate Quality, Safety & Environment Management
Tempat & Tanggal Lahir Jakarta, 6 Juni 1969 Tempat & Tanggal Lahir Biak, 10 Mei 1974
Place & DOB Jakarta, June 6, 1969 Place & DOB Biak, May 10, 1974
Ade Dwipayana Dodi Kristanto

VP Learning & Development VP Operation Support
Tempat & Tanggal Lahir Padang, 14 Oktober 1976 Tempat & Tanggal Lahir Jakarta, 26 Oktober 1977
Place & DOB Padang, October 14, 1976 Place & DOB Jakarta, October 26, 1977
Aryaperwira Adileksana Mukhtaris

VP Human Capital Management VP Acquisition & Aircraft Management
Tempat & Tanggal Lahir Jakarta, 21 Maret 1976 Tempat & Tanggal Lahir Pontianak, 23 September 1983
Place & DOB Jakarta, March 21, 1976 Place & DOB Pontianak, September 23, 1983

Profil Perusahaan
Company Profile
Reza Aulia Hakim Grahita Primasari

VP Sales & Distribution VP Revenue Management
Tempat & Tanggal Lahir Jakarta, 23 Januari 1984 Tempat & Tanggal Lahir Palembang, 7 Mei 1987
Place & DOB Jakarta, January 23, 1984 Place & DOB Palembang, May 7, 1987
Norma Aulia Mitra Piranti

VP Network & Alliance Management VP Business Support & General Affairs
Tempat & Tanggal Lahir Bandung, 17 Maret 1987 Tempat & Tanggal Lahir Jakarta, 30 Mei 1986
Place & DOB Bandung, March 17, 1987 Place & DOB Jakarta, May 30, 1986
Arsena Permasadhie Novrey Kurniawan

VP Marketing VP Enterprise Risk Management
Tempat & Tanggal Lahir Palembang, 23 Oktober 1982 Tempat & Tanggal Lahir Padang, 15 November 1987
Place & DOB Palembang, October 23, 1982 Place & DOB Padang, November 15, 1987
Mega Hapsari Ramadhani Santoso

VP Corporate Legal & Compliance VP Corporate Security
Tempat & Tanggal Lahir Jakarta, 29 Juni 1983 Tempat & Tanggal Lahir Magelang, 1 Agustus 1966
Place & DOB Jakarta, June 29, 1983 Place & DOB Magelang, August 1, 1966
Tengku Valmy Andali Pandu Fajar Wisudha

VP Treasury Management VP Financial Accounting
Tempat & Tanggal Lahir Jakarta, 19 September 1988 Tempat & Tanggal Lahir Banyuwangi, 29 Agustus 1983
Place & DOB Jakarta, September 19, 1988 Place & DOB Banyuwangi, August 29, 1983
Ria Anugriani
VP Internal Audit
Tempat & Tanggal Lahir Malang, 31 Agustus 1970
Place & DOB Malang, August 31, 1970
SK Pengangkatan
JKTDZ/BA/SKSDM/00003/2018
Appointment Decree

PROFIL DAN PENGEMBANGAN KOMPETENSI
Employees PEGAWAI
Profile and Competence Developmen
Employees Profile and Competence Development
Per 31 Desember 2019, jumlah pegawai Perseroan tercatat As of December 31, 2019, there were 7,878 employees of
sebanyak 7.878 orang yang tediri atas pegawai kontrak, the Company, consisting of contract employees, prospective
calon pegawai, dan siswa. employees, and students.
JUMLAH PEGAWAI BERDASARKAN TOTAL EMPLOYEES BY

LEVEL ORGANISASI ORGANIZATIONAL LEVEL
Tabel Jumlah Pegawai Berdasarkan Level Organisasi
Table of Total Employees by Organizational Level
(dalam satuan orang | in person)
Level Organisasi 2019 2018

Organizational Level
Pria | Male Wanita | Female Jumlah | Total Pria | Male Wanita | Female Jumlah | Total
Direksi
7 0 7 8 0 8
Board of Directors
Vice President 29 6 35 34 4 38
Senior Manager 141 48 189 156 49 205
Manager 295 137 432 272 103 375
Staf | Staff 3.317 3.898 7.215 3.261 4.059 7.320
Jumlah | Total 3.789 4.089 7.878 3.731 4.215 7.946
JUMLAH PEGAWAI BERDASARKAN TOTAL EMPLOYEES BY EDUCATIONAL

TINGKAT PENDIDIKAN LEVEL
Tabel Jumlah Pegawai Berdasarkan Tingkat Pendidikan
Table of Total Employees by Level of Education
Tingkat Pendidikan 2019 2018

Educational Level
S3 | Doctor 0 2 2 0 2 2
S2 | Master 225 107 332 210 95 305
S1 | Bachelor 1.344 1.344 2.688 1.607 1.529 3.136
Sarjana Muda Diploma
1.029 322 1.351 1.291 290 1.581
Diploma
SMA | High School 1.191 2.314 3.505 623 2.299 2.922
Jumlah | Total 3.789 4.089 7.878 3.731 4.215 7.946
JUMLAH PEGAWAI BERDASARKAN TOTAL EMPLOYEES BY EMPLOYMENT

STATUS KEPEGAWAIAN STATUS
Tabel Jumlah Pegawai Berdasarkan Status Kepegawaian

Table of Total Employees By Employment Status
Status Kepegawaian 2019 2018

Employment Status
Pegawai Tetap
3.288 3.148 6.436 3.156 3.102 6.258
Permanent Employees
Pegawai Kontrak
375 924 1.299 439 872 1.311
Contract Employees
Siswa
126 17 143 136 241 377
Students
Jumlah | Total 3.789 4.089 7.878 3.731 4.215 7.946

Employees Profile and Competence Developmen
Profil Perusahaan
Company Profile
JUMLAH PEGAWAI BERDASARKAN TOTAL EMPLOYEES BY GENDER

JENIS KELAMIN
Tabel Jumlah Pegawai Berdasarkan Jenis Kelamin

Table of Total Employees By Gender
Jenis Kelamin | Gender 2019 2018
Pria | Male 3.789 3.731

Wanita | Female 4.089 4.215
Jumlah | Total 7.878 7.946
JUMLAH PEGAWAI BERDASARKAN USIA TOTAL EMPLOYEES BY AGE
Tabel Jumlah Pegawai Berdasarkan Usia

Table of Total Employees by Range of Age
Usia 2019 2018

Age
> 50 1.104 400 1.504 1.022 335 1.357
41 - 50 789 572 1.361 890 728 1.618
31 - 40 879 664 1.543 752 493 1.245
21 - 30 1.010 2.160 3.170 1.055 2.278 3.333
< 21 7 293 300 12 381 393
Jumlah | Total 3.789 4.089 7.878 3.731 4.215 7.946
JUMLAH PEGAWAI BERDASARKAN TOTAL EMPLOYEES BY YEARS OF

MASA KERJA SERVICES
Tabel Jumlah Pegawai Berdasarkan Masa Kerja

Table of Total Employees By Years of Services
Usia 2019 2018

Age
Kurang dari 1 Tahun
345 422 767 362 933 1.295
Less than 1 year
1-5 Tahun | Years 984 2.247 3.231 1.048 1.902 2.950
6-10 Tahun | Years 863 451 1.314 727 384 1.111
11-15 Tahun | Years 138 40 178 109 17 126
16-20 Tahun | Years 39 35 74 16 26 42
21-25 Tahun | Years 168 270 438 495 471 966
26-30 Tahun | Years 833 467 1.300 647 350 997
Di atas 30 Tahun
419 157 576 327 132 459
Over 30 years
Jumlah | Total 3.789 4.089 7.878 3.731 4.215 7.946

PENGEMBANGAN KOMPETENSI EMPLOYEES’ COMPETENCE

PEGAWAI DEVELOPMENT
KEBIJAKAN POLICIES
Secara umum, Perseroan mengelola sumber daya manusianya In general, the Company manages its human resources based
berdasarkan roadmap yang telah disusun/arah kebijakan on the roadmap that has been compiled/direction of strategic
strategis manajemen agar target kualitas SDM yang management policy so that the quality targets expected by
diharapkan Perseroan tercapai. Guna mewujudkan hal the Company are achieved. In order to realize this matter,
tersebut, Perseroan berupaya mengembangkan sumber the Company seeks to develop its human resources by
daya manusianya dengan melaksanakan berbagai program implementing various HR development programs which
pengembangan SDM yang utamanya diarahkan pada are primarily directed at two main frameworks, which are
dua kerangka utama, yaitu pemahaman terhadap budaya understanding of the Company’s culture and increasing
Perseroan serta peningkatan kompetensi individu. individual competence.
PENGEMBANGAN KOMPETENSI COMPETENCE DEVELOPMENT BY LEVEL

BERDASARKAN LEVEL JABATAN OF POSITION
Tabel Pengembangan Kompetensi Berdasarkan Level Jabatan

Table of Competence Development By Level of Position
Jenis Jumlah
Persentase yang Telah
Pelatihan Pegawai
Level Jumlah Mengikuti Pelatihan
Program (InHouse/ yang telah
Pegawai Tujuan Pelatihan Pegawai* Untuk Setiap Level
Pelatihan Hours) mengikuti
Employee’s Training Objectives Total Jabatan
Training Programs Type of pelatihan Percentage of Those Who Have
Level Trainings Total Employees Employees*
Attended Training For Each Level
(In-House/ Participating the of Position
Hours) Training
Meningkatkan Awareness serta

komitmen dalam tugas dan fungsi
Sosialisasi
Vice President terkait. 786 16 35 46%
Dissemination
Increase Awareness and commitment in
the related duties and functions.
Pengembangan
Kompetensi Teknis, Untuk meningkatkan wawasan dan
Leadership kompetensi dalam kepemimpinan dan
Senior
Technical peningkatan jenjang karier. 3.572 61 189 32%
Manager
Competency To increase insight and competence in
Development, leadership and career advancement.
Leadership
Pengembangan
Leadership kompetensi dalam kepemimpinan dan
Manager Technical peningkatan jenjang karier. 12.981 188 432 44%
Competency To increase insight and competence in
Leadership
Pengembangan
Duty Leadership kompetensi dalam kepemimpinan dan
Manager/ Technical peningkatan jenjang karier. 6.119 78 338 23%
spvr Competency To increase insight and competence in
Leadership
Pengembangan Untuk meningkatkan wawasan dan

Kompetensi Teknis kompetensi dan peningkatan jenjang
Staff Technical karier. 549.239 5.335 6877 78%
Competency To increase insight and competence and
Development increase career path advancement.
Jumlah | Total 572.697 5.678 7.871 72%
*) Data Jumlah Pegawai dari JKTID

*) Data on Number of Employees from JKTID

Profil Perusahaan
Company Profile
EVALUASI PENGEMBANGAN COMPETENCE DEVELOPMENT

KOMPETENSI EVALUATION
Pengembangan kompetensi bagi pegawai oleh Perseroan The Company continues to improve the competence
akan terus ditingkatkan, terlebih masih ada 18% pegawai development for employees, especially there are still 18%
yang belum mendapatkan pengembangan kompetensi. employees who have not received competence development.
Selain itu pemerataan jam pengembangan kompetensi Furthermore, attention is necessary in regard of even
juga perlu di perhatikan. Karena masih terlihat kurangnya distribution of competency development hours. This is
pengembangan kompetensi bagi ground staff yang rata-rata due to the lack of competency development for ground
pelatihannya hanya mencapai 28 jam/orang. Sedangkan staff whose average training has only reached 28 hours/
untuk Pilot mencapai 113 jam/orang dan Awak kabin person. As for the Pilots reached 113 hours/person and
sebesar 77 jam/orang. cabin crew reached 77 hours/person.
Selanjutnya pencapaian yang saat ini sudah didapatkan Furthermore, the achievements that have been gained
dalam pengembangan kompetensi seperti konten materi regarding competence development such as material content
dan metode pengembangan, akan terus di tingkatkan and development method will continue to be improved
mengikuti trend pengembangan SDM pada Perseroan following the HR development trend in national and global
nasional maupun global. Serta, sertifikasi dari regulator companies. Also, certifications from regulators governing
yang mengatur tentang pengembangan competency licensed the competence development of licensed personnel will
personel juga akan terus di pertahankan. also be maintained.
BIAYA PENGEMBANGAN KOMPETENSI COMPETENCE DEVELOPMENT COST

Total Biaya pengembangan kompetensi sebesar Rp111 miliar, The total cost of competence development was Rp111
untuk total sebanyak 5.678 pegawai. Sehingga, besarnya billion, for a total of 5,678 employees. Thus, the training
biaya pelatihan yang dikeluarkan Perseroan untuk setiap cost amount incurred by the Company for each employee
pegawainya adalah sebesar Rp10,81 juta. was Rp10.81 million.
Tabel Biaya Pengembangan Kompetensi

Table of Competence Development Cost
Keterangan | Remark 2019 2018
Biaya Pengembangan Kompetensi Per Tahun Rp111 miliar Rp297 miliar

Competence Development Cost Per Year Rp111 billion Rp297 billion
Biaya Pengembangan Kompetensi Per Pegawai Rp10,81 juta Rp11,43 juta
Competence Development Cost Per Employee Rp10.81 million Rp11.43 million

KOMPOSISI PEMEGANG
ShareholdersSAHAM
Composition
Sampai dengan akhir Desember 2019, saham Garuda Until the end of December 2019, Garuda Indonesia shares
Indonesia dimiliki oleh Pemerintah Republik Indonesia were owned by the Government of the Republic of Indonesia
(60,54%), PT Trans Airways (25,62%) dan Publik (13,84%). (60.54%), PT Trans Airways (25.62%), and the Public (13.84%).
Tabel Komposisi Pemegang Saham Garuda Indonesia Per 31 Desember 2019

Table of Shareholders Composition of Garuda Indonesia Per December 31, 2019
Pemilik Saham Jumlah Saham (Lembar) Persentase Saham (%)
Share Owners Total Shares (Number of Shares) Share Percentage (%)
Domestik | Domestic
Negara Republik Indonesia | State of the Republic of Indonesia 15.670.777.621 60,54
Perorangan | Individual 878.485.610 3,39
Pegawai | Employees 48.687.179 0,19
Institusi Domestik | Domestic Institution
PT Trans Airways 6.630.958.172 25,62
Lain-lain | Others (<5%) 1.446.508.451 5,59
Total Domestik | Total Domestic 24.675.417.033 95,32
Internasional | International
Institusi Asing | Foreign Institution (<5%) 1.200.638.041 4,64
Total Internasional | Total International 1.211.159.221 4,68
TOTAL 25.886.576.254 100,00
KOMPOSISI 20 PEMEGANG SAHAM COMPOSITION OF TOP 20

TERBESAR SHAREHOLDERS
Tabel Komposisi 20 Pemegang Saham Terbesar Garuda Indonesia Per 31 Desember 2019
Table of Composition of Top 20 Shareholders of Garuda Indonesia Per December 31, 2019
Jumlah Saham
Persentase
Nama Pemegang Saham (Lembar)
Status Percentage
Shareholders Name Total Shares (Number of
(%)
Shares)
Negara Republik Indonesia Pemerintah

15.670.777.621 60,54
State of the Republic of Indonesia Government
Perseroan Terbatas
PT Trans Airways 6.630.958.172 25,62
Limited Liability Company
Badan Usaha Asing
Credit Suisse AG SG Trust A/C Cl-Finegold Res Ltd-2023904224 635.739.990 2,46
Foreign Business Entity
Komisi Pemberantasan Korupsi Lembaga Keuangan
302.484.000 1,17
Corruption Eradication Commission Financial Institution
DJS Ketenagakerjaan Program JHT Perseroan Terbatas
295.088.500 1,14
Social Security Fund of Employment of Old Age Insurance Program Limited Liability Company
Badan Usaha Asing
SSB MIJU S/A Numeric Emerging MRK SM C C 90.793.200 0,35
Reksadana
Reksa Dana BNP Paribas Infrastruktur PLU 73.164.500 0,28
Mutual Funds
Reksadana
RD Manulife Dana Saham Utama 72.420.600 0,28
Mutual Funds
Badan Usaha Asing
Morgan Stanley and Co. LLC-Client Account 63.170.900 0,24
Perseroan Terbatas
PT Barbizone Bali Resort 54.207.900 0,21
Citibank New York S/A Emerging Markets Core Equity Portfolio Of Dfa Badan Usaha Asing
52.238.653 0,20
Inv Dimensio Foreign Business Entity

Profil Perusahaan
Company Profile
Tabel Komposisi 20 Pemegang Saham Terbesar Garuda Indonesia Per 31 Desember 2019
Table of Composition of Top 20 Shareholders of Garuda Indonesia Per December 31, 2019
Jumlah Saham
Persentase
Nama Pemegang Saham (Lembar)
Status Percentage
Shareholders Name Total Shares (Number of
(%)
Shares)
Perseroan Terbatas
PT Yulie Sekuritas Indonesia Tbk 50.700.000 0,20
Perseroan Terbatas
PT Mega Capital Sekuritas 47.900.100 0,19
Reksadana
RD Premier ETF Indo State- Owned Companies-889064000 43.430.082 0,17
Mutual Funds
Badan Usaha Asing
Citibank New York S/A Dimensional Emerging Markets Value Fund 42.754.681 0,17
Badan Usaha Asing
Bank of Singapore Limited 35.018.630 0,14
Koperasi Simpan Pinjam Nusantara Sejahtera Koperasi
32.830.739 0,13
Saving and Loan Cooperative of Nusantara Sejahtera Cooperatives
Reksa Dana Manulife Greater Indonesia Fund Reksadana
30.218.300 0,12
Manulife Mutual Funds Greater Indonesia Fund Mutual Funds
Dana Pensiun Bank Mandiri Satu Dana Pensiun
29.258.000 0,11
Pension Fund Bank Mandiri Satu Pension Fund
Citibank New York S/A The Emerging Markets Small Cap Series Of Badan Usaha Asing
28.893.349 0,11
The Dfa Investment Foreign Business Entity
KOMPOSISI PEMEGANG SAHAM 5% SHAREHOLDERS COMPOSITION OF 5%

ATAU LEBIH OR MORE
Tabel Komposisi Pemegang Saham 5% Atau Lebih Garuda Indonesia Per 31 Desember 2019
Table of Shareholders Composition of 5% or more of Garuda Indonesia Per December 31, 2019
Nama Investor Jumlah Saham Persentase Kepemilikan
Name of Investors Total Shares Ownership Percentage
Negara Republik Indonesia

15.670.777.621 60,54
State of the Republic of Indonesia
PT Trans Airways 6.630.958.172 25,62
KOMPOSISI PEMEGANG SAHAM COMPOSITION OF SHAREHOLDERS

MASYARAKAT KURANG DARI 5% FROM PUBLIC OF LESS THAN 5%
Tabel Komposisi Pemegang Saham Masyarakat Kurang dari 5% Garuda Indonesia Per 31 Desember 2019
Table of Shareholders Composition of Public of Less Than 5% of Garuda Indonesia Per December 31, 2019
Pemilik Saham Jumlah Saham (Lembar) Persentase Saham (%)
Share Owners Total Shares (Number of Shares) Share Percentage (%)
Domestik | Domestic
Pegawai | Employees 48.687.179 0,19
Institusi Domestik | Domestic Institution
Lain-lain | Others (<5%) 1.446.508.451 5,59
Total Domestik | Total Domestic 2.373.681.240 9,17
Internasional | International
Institusi Asing | Foreign Institution (<5%) 1.200.638.041 4,64
Total Internasional | Total International 1.211.159.221 4,68
TOTAL 3.584.840.461 13,85

KEPEMILIKAN SAHAM DEWAN DIRECT AND INDIRECT SHARE OWNERSHIP

KOMISARIS DAN DIREKSI LANGSUNG OF BOARD OF COMMISSIONERS AND
DAN TIDAK LANGSUNG BOARD OF DIRECTORS
Tabel Kepemilikan Saham Dewan Komisaris dan Direksi Garuda Indonesia Per 31 Desember 2019
Table of Share Ownership of Board of Commissioners and Board of Directors of Garuda Indonesia Per 31 December 2019
Nama Jabatan Jumlah Saham Persentase Kepemilikan
No.
Name Position Total Shares Ownership Percentage
DEWAN KOMISARIS | BOARD OF COMMISSIONERS

1. Triawan Munaf Komisaris Utama | President Commissioner - -
2. Chairal Tanjung Wakil Komisaris Utama | Vice President Commissioner - -
3. Elisa Lumbantoruan Komisaris Independen | Independent Commissioner - -
4. Yenny Wahid Komisaris Independen | Independent Commissioner - -
5. Peter F Gontha Komisaris | Commissioner - -
DIREKSI | BOARD OF DIRECTORS
1. Irfan Setiaputra Direktur Utama | President & CEO - -
2. Dony Oskaria Wakil Direktur Utama | Deputy President & CEO - -
3. Tumpal Manumpak Hutapea Direktur Operasi | Director of Operation - -
4. Rahmat Hanafi Direktur Teknik | Director of Maintenance - -
Direktur Layanan, Pengembangan Usaha dan Teknologi
Informasi
5. Ade R Susardi - -
Director of Services, Business Development, and Information
Technology
6. Mohammad R. Pahlevi - -
7. Fuad Rizal - -
8. Aryaperwira Adileksana - -
TOTAL - -

DAFTAR ENTITAS ANAK, ENTITAS CUCU,
DAFTAR ENTITAS ANAK, ENTITAS CUCU, DAN/ATAU ENTITAS ASOSIASI
DAN/ATAU ENTITAS
List of Subsidiaries, Second-Tier ASOSIASI
Subsidiaries, and/or Associated Entity
List of Subsidiaries, Second-Tier Subsidiaries, and/or Associated Entity

Profil Perusahaan
Company Profile
ENTITAS ANAK SUBSIDIARIES

Kepemilikan Tahun Status
Jumlah Aset
Nama Kegiatan Usaha Saham Pendirian Operasi Domisili
Total Assets
Name Business Activities Share Year of Operation Domicile
(USD)
Ownership Incorporation Status
Perhotelan, jasa boga dan

penjualan tiket Beroperasi
PT Aero Wisata 99,99% 1973 196.378.166 Indonesia
Hotel, catering, and ticketing Operating
service
Penyedia jasa sistem
PT Sabre Travel Network Komputerisasi reservasi Beroperasi
95,00% 1996 12.423.836 Indonesia
Indonesia Computerize reservation system Operating
services provider
Perbaikan dan pemeliharaan
PT Garuda Maintenance Facility Beroperasi
pesawat 89,99% 2002 756.390.458 Indonesia
Aero Asia Tbk Operating
Aircraft maintenance and overhaul
Penyedia jasa teknologi informasi Beroperasi
PT Aero Systems Indonesia 99,99% 2005 20.174.378 Indonesia
Information technology services Operating
Angkutan udara niaga Beroperasi
PT Citilink Indonesia 99,99% 2012 626.582.761 Indonesia
Air transportation services Operating
Jasa pengelolaan ground handling Beroperasi
PT Gapura Angkasa 45.62*) 1988 - Indonesia
Ground handling services Operating
Biro perjalanan wisata, penjualan
tiket, dan jasa penyewaan pesawat Beroperasi
Garuda Indonesia Holiday France 100,00% 2014 1.047.442.098 Prancis
Travel agent, ticketing service, and Operating
aircraft rental service
*) Tidak dikonsolidasi sejak 1 Desember 2019. GA meningkatkan modal sahamnya di bulan November 2019 dan Perusahaan tidak ikut berpartisipasi sehingga kepemilikan
Perusahaan terdilusi dari 58,75% menjadi 45,62% dan tidak memiliki kontrol atas GA lagi.
*) Not consolidated since 1 December 2019. GA increased its share capital in November 2019 and the Company did not participate, therefore, the Company’s ownership was
diluted from 58.75% to 45.62% and no longer has control over GA.
Penjelasan singkat mengenai masing-masing Entitas Anak Brief explanation on each Subsidiary is as follows:
diuraikan sebagai berikut:
PT AERO WISATA PT AERO WISATA

PT Aero Wisata merupakan salah satu Entitas Anak milik PT PT Aero Wisata is one of the Subsidiaries of PT Garuda
Garuda Indonesia (Persero) Tbk yang didirikan di Jakarta Indonesia (Persero) Tbk incorporated in Jakarta on
pada tanggal 30 Juni 1973. Bergerak di bidang usaha jasa June 30, 1973. This subsidiary engages in the business
penyediaan barang dan/atau jasa yang bermutu tinggi of providing high quality goods and/or services with
dan berdaya saling kuat di bidang usaha pariwisata dan strong competitiveness in the tourism business and air
jasa pendukung angkutan udara dengan tujuan menjadi transportation support services with the aim of becoming
penyedia layanan terdepan pada industri hospitality dan the leading service provider in the national hospitality and
wisata nasional. tourism industry.
Aerowisata memiliki lini bisnis perusahaan sebagai berikut: Aerowisata has business lines as follows:
1. Food Services merupakan lini bisnis Aerowisata 1. Food Services is Aerowisata’s business line that serves
yang melayani kebutuhan penerbangan domestik the needs of domestic and international flights (In-Flight
dan internasional (In Flight Catering Services) serta Catering Services) as well as the needs of industrial
kebutuhan industrial catering dengan ragam pilihan catering with a wide selection of highest quality dish
sajian hidangan berkualitas tertinggi; servings;
2. Hotels and Resorts Services merupakan lini bisnis 2. Hotels and Resorts Services is Aerowisata’s business
Aerowisata yang menawarkan layanan akomodasi line that offers international-standard accommodation
berstandar internasional melalui fasilitas hotel dan services through the facilities of the best hotels and
resort terbaik di lokasi-lokasi primer di Indonesia; resorts in primary locations in Indonesia.
3. Travel and Leisure Services merupakan lini bisnis 3. Travels and Leisure Services is Aerowisata’s business
Aerowisata yang menyediakan layanan perjalanan line that provides travel services for every customer;
setiap pelanggan;
4. Transportation Services merupakan lini bisnis 4. Transportation Services is Aerowisata’s business line
Aerowisata yang menyediakan solusi terbaik di bidang that provides the best solution in transportation field.
transportasi.

Komposisi pemegang saham PT Aero Wisata adalah sebagai Shareholders Composition of PT Aero Wisata is as follows:
berikut:
Penyertaan Modal Lembar Saham (lembar) Persentase

Pemegang Saham
Capital Participation Total Shares (Number of Percentage
Shareholders
(Rp) Shares) (%)
PT Garuda Indonesia (Persero) Tbk 249.999.000.000 249.999 99,99

Dana Pensiun Aerowisata 1.000.000 1 0,01
Jumlah | Total 250.000.000.000 250.000 100,00
Susunan Dewan Komisaris dan Direksi PT Aero Wisata Composition of Board of Commissioners and Board of
adalah sebagai berikut: Directors of PT Aero Wisata is as follows:
Komisaris | Commissioner Zainal Rahman
Pjs. Direktur | Acting Director Bambang Sujatmiko
PT SABRE TRAVEL NETWORK INDONESIA PT SABRE TRAVEL NETWORK INDONESIA

Sejarah PT Sabre Travel Network Indonesia (d/h Abacus History of PT Sabre Travel Network Indonesia (formerly
Distribution Systems Indonesia) bermula dari persetujuan known as Abacus Distribution Systems Indonesia) stems
Menteri Telekomunikasi dan Menteri Keuangan atas from the approval of the Minister of Telecommunications
skema kerja sama joint venture antara Garuda Indonesia and the Minister of Finance on a cooperation scheme of joint
dengan Abacus International. Atas persetujuan tersebut, venture between Garuda Indonesia and Abacus International.
Garuda Indonesia kemudian membentuk tim Mega CRS. PT Upon such approval, Garuda Indonesia later formed a Mega
Abacus Distribution Systems Indonesia atau juga dikenal CRS team. PT Abacus Distribution Systems Indonesia or also
dengan Abacus Indonesia kemudian resmi terbentuk pada known as Abacus Indonesia was later officially incorporated
tanggal 1 Maret 1995. Pada Desember 2015, Sabre sebagai on March 1, 1995. In December 2015, Sabre as the world’s
perusahaan penyedia teknologi untuk perjalanan dan industri leading technology provider for travel and global tourism
pariwisata global terkemuka di dunia melakukan akuisisi industry acquired Abacus, thereby changing the name of
atas Abacus, dengan demikian mengubah nama Abacus Abacus Indonesia to Sabre Travel Network Indonesia or
Indonesia menjadi Sabre Travel Network Indonesia atau Sabre Indonesia on April 7, 2016.
Sabre Indonesia pada tanggal 7 April 2016.
Kegiatan usaha Sabre Indonesia meliputi layanan sistem Saber Indonesia’s business activities include computerized
reservasi yang terkomputerisasi, penyewaan peralatan reservation system services, rental of computer equipment
komputer yang digunakan oleh agen-agen perjalanan, used by the travel agents, providing employee training
menyediakan fasilitas pelatihan pegawai untuk agen-agen facilities for travel agents, and providing technical assistance
perjalanan serta menyediakan bantuan teknis dalam sistem on computerized reservation system (CRS) for travel agents.
pemesanan tiket terkomputerisasi (computerized reservation
systems/CRS) untuk agen-agen perjalanan.
Komposisi pemegang saham PT Sabre Travel Network Shareholders Composition of PT Sabre Travel Network
Indonesia adalah sebagai berikut: Indonesia is as follows:

Pemegang Saham
Shareholders
(Rp) Shares) (%)
PT Garuda Indonesia (Persero) Tbk 2.611.312.500 2.375 95,00

Sabre Asia Pacific Pte. Ltd. (Sabre APAC) 137.437.500 125 5,00
Jumlah | Total 2.748.750.000 2.500 100,00

Profil Perusahaan
Company Profile
Susunan Dewan Komisaris dan Direksi PT Sabre Travel Composition of Board of Commissioners and Board of
Network Indonesia adalah sebagai berikut: Directors of PT Sabre Travel Network Indonesia is as follows:
Komisaris Utama | President Commissioner Tengku Burhanuddin

Komisaris | Commissioner Rakesh Narayanan
Managing Director Deny Fajar Arianto
PT GARUDA MAINTENANCE FACILITY PT GARUDA MAINTENANCE FACILITY

AERO ASIA TBK AERO ASIA TBK
PT Garuda Maintenance Facility Aero Asia (GMF) didirikan PT Garuda Maintenance Facility Aero Asia Tbk (GMF)
berdasarkan akta No. 93 tanggal 26 April 2002 sebagaimana was incorporated by Deed No. 93 dated April 26, 2002
telah diumumkan dalam Tambahan Berita Negara RI No. 78 as announced in the Supplement to State Gazette of the
tanggal 27 September 2002. Pendirian GMF ini dimaksudkan Republic of Indonesia No. 78 dated September 27, 2002. The
untuk melaksanakan dan menunjang kebijakan serta program incorporation of GMF is intended to implement and support the
Pemerintah di bidang ekonomi dan pembangunan nasional government policies and programs in national economy and
pada umumnya, khususnya di bidang jasa perawatan development in general, and in particular, the field of aircraft
pesawat terbang, perawatan komponen dan kalibrasi, maintenance services, component maintenance and calibration,
perawatan mesin untuk pesawat dan industri, pembuatan maintenance for aircraft and industrial engines, manufacture
dan perawatan sarana pendukung, jasa engineering, jasa and supporting facilities maintenance, engineering services,
layanan material, logistik, pergudangan dan konsinyasi material services, logistics, warehousing, and consignment, as
serta jasa konsultan, pelatihan dan penyediaan tenaga well as consulting services, training and provision of experts in
ahli di bidang perawatan pesawat, komponen dan mesin. aircraft maintenance, component, and engine. Shareholders
Komposisi pemegang saham PT Garuda Maintenance composition of PT Garuda Maintenance Facility Aero Asia is
Facility Aero Asia adalah sebagai berikut: as follows:

Pemegang Saham
Shareholders
(Rp) Shares) (%)
PT Garuda Indonesia (Persero) Tbk 195.806.416 25.156.058.796 89,10

PT Aero Wisata 1.977.843 254.101.604 0,90
Masyarakat | Public 21.231.396 2.823.351.100 10,00
Jumlah | Total 219.015.655 28.233.511.500 100,00
Susunan Dewan Komisaris dan Direksi PT Garuda Composition of Board of Commissioners and Board of Directors
Maintenance Facility Aero Asia adalah sebagai berikut: of PT Garuda Maintenance Facility Aero Asia is as follows:
Komisaris Utama | President Commissioner I GN Ashkara Danadiputra

Komisaris | Commissioner Maria Kristi Endah Murni
Komisaris Independen | Independent Commissioner Ali Gunawan
Komisaris Independen | Independent Commissioner Trisno Hendradi
Direktur Utama | President Director Tazar Marta Kurniawan

Direktur | Director I Wayan Susena
Direktur | Director Edward Okky Avianto
Direktur | Director Beni Gunawan
Direktur | Director Asep Kurnia

PT AERO SYSTEMS INDONESIA PT AERO SYSTEMS INDONESIA

PT Aero Systems Indonesia (ASYST), sebelumnya dikenal PT Aero Systems Indonesia (ASYST), formerly known as PT
dengan nama PT Lufthansa Systems Indonesia, didirikan Lufthansa Systems Indonesia, was incorporated in Jakarta
di Jakarta pada tanggal 9 Juni 2005. Kegiatan ASYST on June 9, 2005. ASYST’s activities include consulting
meliputi layanan konsultasi dan sistem teknik teknologi services and information technology engineering systems
informasi serta layanan pemeliharaan penerbangan dan as well as aviation and other industry maintenance services.
industri lainnya.
Komposisi pemegang saham PT Aero Systems Indonesia Shareholders composition of PT Aero Systems Indonesia
adalah sebagai berikut: is as follows:

Pemegang Saham
Shareholders
(Rp) Shares) (%)
PT Garuda Indonesia (Persero) Tbk 22.500.254.025 2.369.695 51,00

PT Aero Wisata 21.617.883.675 2.276.765 49,00
Jumlah | Total 44.118.137.700 4.646.460 100,00
Susunan Dewan Komisaris dan Direksi PT Aero Systems Composition of Board of Commissioners and Board of
Indonesia adalah sebagai berikut: Directors of PT Aero Systems Indonesia is as follows:
Acting President and CEO Achmad Royhan

Acting CEO Sholekan
PT CITILINK INDONESIA PT CITILINK INDONESIA

PT Citilink Indonesia (“Citilink” atau “Perusahaan”) didirikan PT Citilink Indonesia (“Citilink” or “Company”) was incorporated
berdasarkan Akta No.01 tanggal 6 Januari 2009 di hadapan based on Deed No. 01 dated January 6, 2009, made before
Arianti Natakusumah, SH, Notaris di Jakarta. Akta pendirian Arianti Natakusumah, SH, a Notary in Jakarta. The deed of
tersebut telah disahkan oleh Kementerian Hukum dan Hak incorporation has been validated by the Minister of Law and
Asasi Manusia Republik Indonesia dalam surat keputusannya Human Rights of the Republic of Indonesia under the Decision
No. AHU-14555.AH.01.01. Tahun 2009 tanggal 22 April Letter No. AHU-14555.AH.01.01. Tahun 2009 dated April
2009 serta diumumkan dalam Berita Negara Republik 22, 2009 and has been announced in the State Gazette of
Indonesia Nomor 1 tanggal 3 Januari 2012, Tambahan the Republic of Indonesia Number 1 dated January 3, 2012,
Nomor 6 Anggaran Dasar Perusahaan telah mengalami Supplement Number 6. The Company’s Articles of Association
beberapa kali perubahan, terakhir dengan Akta Nomor 179 has been amended several times, most recently by Deed No.
tanggal 31 Mei 2018 dari Notaris di Jakarta. Perubahan 179 dated 31 2018 by a Notary in Jakarta. Amendments to
Anggaran Dasar telah diberitahukan kepada dan diterima the Articles of Association have been notified to and accepted
oleh Kementerian Hukum dan Hak Asasi Manusia Republik by the Ministry of Law and Human Rights of the Republic of
Indonesia dengan Surat No. AHU-AH.01.03-0217059 Indonesia in the Letter No. AHU-AH.01.03-0217059 dated
tanggal 29 Juni 2018. June 29, 2018.
Komposisi pemegang saham PT Citilink Indonesia adalah Shareholders Composition of PT Citilink Indonesia is as
sebagai berikut: follows:
Penyertaan Modal Persentase

Pemegang Saham Lembar Saham (lembar)
Capital Participation Percentage
Shareholders Total Shares (Number of Shares)
(Rp) (%)
PT Garuda Indonesia (Persero) Tbk 1.137.893.000.000 1.812.893 98,65

PT Aero Wisata 24.750.000.000 24.750 1,35
Jumlah | Total 1.162.643.000.000 1.837.643 100,00

Profil Perusahaan
Company Profile
Susunan Dewan Komisaris dan Direksi PT Citilink Indonesia Composition of Board of Commissioners and Board of
adalah sebagai berikut: Directors of PT Citilink Indonesia is as follows:
Komisaris Utama | President Commissioner I Gusti Ngurah Askhara Danadiputra

Komisaris | Commissioner Pikri Ilham Kurniansyah
Komisaris | Commissioner Daryatmo
Komisaris | Commissioner Abdul Azis
Komisaris | Commissioner Avirianto
Komisaris | Commissioner Dony Oskaria*
Direktur Utama | President Director Juliandra Nurtjahjo

Direktur Produksi | Director of Production Prasetyo Arie Wahyudi Fadjari
Direktur Niaga | Director of Commercial Benny Rustanto
Direktur Keuangan | Director of Finance Ester Siahaan
* Selanjutnya 14 Januari 2020

* Subsequent 14 January 2020
PT GAPURA ANGKASA PT GAPURA ANGKASA

PT Gapura Angkasa (Perusahaan) adalah perusahaan PT Gapura Angkasa (Company) is a joint venture incorporated
patungan yang didirikan oleh tiga BUMN, yaitu PT Garuda by three SOEs, which are PT Garuda Indonesia (Persero)
Indonesia (Persero) Tbk, PT Angkasa Pura I (Persero) dan PT Tbk, PT Angkasa Pura I (Persero), and PT Angkasa Pura II
Angkasa Pura II (Persero), berdasarkan Akta No. 32 tanggal (Persero), based on Deed No. 32 dated January 26, 1998 by
26 Januari 1998 oleh Ny. Imas Fatimah, S.H. Notaris di Notary Ny. Imas Fatimah, S.H., a Notary in Jakarta, and has
Jakarta, dan telah memperoleh pengesahan dari Menteri been approved by the Minister of Justice in accordance with
Kehakiman sesuai keputusan No. C-21003 HT.01.01-TH.99 Decision No. C-21003 HT.01.01-TH.99 dated December
tanggal 31 Desember 1999. Selanjutnya berdasarkan 31, 1999. Furthermore, based on the Decree of the Minister
Keputusan Menteri Hukum dan Hak Asasi Manusia, No. of Law and Human Rights, No. AHU-45974.AH.01.02.
AHU-45974.AH.01.02. tahun 2010, tentang Persetujuan Tahun 2010, on Approval to the Deed of Amendment to the
Akta Perubahan Anggaran Dasar Perseroan tertanggal 1 Company’s Articles of Association dated September 1, 2010.
September 2010.
Perusahaan bergerak di bidang usaha jasa pelayanan ground The Company is engaged in aircraft ground handling services
handling pesawat udara dan kegiatan usaha lain yang and other business activities that can support the aviation
dapat menunjang usaha penerbangan. Perusahaan telah business. The Company started operating commercially
beroperasi secara komersial mulai tanggal 1 April 1998. on April 1, 1998. Currently, the Company’s Head Office
Pada saat ini Kantor Pusat Perusahaan beralamat di Gedung is located at DAPENRA Building, 1st, 2nd,and 3rd Floor,
DAPENRA Lantai 1, 2 dan 3, Blok B-12 Kav. 8, Kota Baru Block B-12 Kav. 8, Kota Baru Bandar Kemayoran, Jakarta
Bandar Kemayoran, Jakarta 10610, Indonesia. 10610, Indonesia.
Komposisi pemegang saham PT Gapura Angkasa sebagai Shareholders Composition of PT Gapura Angkasa is as
berikut: follows:

Pemegang Saham
Shareholders
(Rp) Shares) (%)
PT Angkasa Pura II (Persero) 129.100.000.000 1.291.000 46,62

PT Garuda Indonesia (Persero) Tbk 126.336.000.000 1.263.360 45,62
PT Angkasa Pura I (Persero) 21.504.000.000 215.040 7,76
Jumlah | Total 276.940.000.000 2.769.400 100,00

Susunan Dewan Komisaris dan Direksi PT Gapura Angkasa Composition of Board of Commissioners and Board of
adalah sebagai berikut: Directors of PT Gapura Angkasa is as follows:
Komisaris Utama | President Commissioner Mohammad Iqbal

Komisaris | Commissioner Andra Y Agussalam
Komisaris | Commissioner Wendo Asrul Rose
Komisaris | Commissioner Bambang Adisurya Angaksa
Komisaris | Commissioner Bintang Hidayat
Pjs. Direktur Utama | Acting President Director I Dewa Gede Mahayana

Direktur Sumber Daya Manusia dan Pendukung Bisnis | Director of Human Capital and Business Support Rini Indrawati
Pjs. Direktur Keuangan & Manajemen Risiko | Acting Director of Finance & Risk Management Mohammad Reza Yunardi
GARUDA INDONESIA HOLIDAY FRANCE GARUDA INDONESIA HOLIDAY FRANCE

Garuda Indonesia Holiday France (GIHF) resmi didirikan Garuda Indonesia Holiday France (GIHF) was officially
dan terdaftar pada tanggal 23 Desember 2013 sebagai incorporated and registered on December 23, 2013 as a
perusahaan terbatas (Société par Actions Simplifiée/ limited liability company (Société par Actions Simplifiée/
S.A.S.) yang memegang peranan sebagai Strategic Business S.A.S.) which has the role of Strategic Business Unit (SBU)
Unit (SBU) dari PT Garuda Indonesia (Persero) Tbk. Saat of PT Garuda Indonesia (Persero) Tbk. Currently, GIHF is
ini, GIHF dimiliki sepenuhnya oleh PT Garuda Indonesia fully owned by PT Garuda Indonesia (Persero) Tbk as a sole
(Persero) Tbk sebagai pemegang saham tunggal dengan shareholder with the capital amounted to EUR1,000,000,
modal sejumlah €1.000.000 mewakili 1.000.000 lembar corresponding to 1,000,000 shares with a par value of
saham dengan nilai nominal sebesar €1 per saham. EUR1 per share.
GIHF resmi terdaftar dan dapat beroperasi di Perancis pada GIHF was officially listed and started operations in France
tanggal 26 Januari 2014 dengan bernomorkan 799 887 on January 26, 2014, under the number 799 887 765 RCS
765 RCS Paris. Sebagai Entitas Anak Garuda Indonesia, Paris. As a subsidiary of Garuda Indonesia, GIHF business
kegiatan usaha GIHF meliputi agen wisata (tour & travel), activities include travel agent (tour & travel), airline ticket
penjualan tiket pesawat, serta sewa menyewa pesawat. sales, and aircraft leasing. GIHF has a mission to provide a
GIHF memiliki misi untuk menyediakan ragam pilihan wide selection of the best holidays of various travel service
liburan terbaik dari berbagai penyedia layanan wisata providers selected for tourists and corporations domiciled
terpilih untuk wisatawan dan korporasi yang berdomisili in Paris, France.
di Paris, Perancis.
Komposisi pemegang saham Garuda Indonesia Holiday Shareholders Composition of Garuda Indonesia Holiday
France adalah sebagai berikut: France is as follows:
Penyertaan Modal Persentase

Pemegang Saham Lembar Saham (lembar)
Capital Participation Percentage
Shareholders Total Shares (Number of Shares)
(€) (%)
PT Garuda Indonesia (Persero) Tbk €1.000.000 1.000.000 100,00
Susunan Direksi Garuda Indonesia Holiday France adalah Composition of Board of Directors of Garuda Indonesia
sebagai berikut: Holiday France is as follows:
Direktur | Director Dewa Rai

Profil Perusahaan
Company Profile
ENTITAS CUCU SECOND-TIER SUBSIDIARY

Tahun
Status Jumlah Aset
Nama Kegiatan Usaha Kepemilikan Saham Pendirian Domisili
Operasi Total Assets
Name Business Activities Share Ownership Year of Domicile
Operation (Rp)
Incorporation
99,99% kepemilikan tidak

PT Aero Globe Indonesia
Biro Perjalanan langsung melalui PT Aero Wisata Beroperasi
(d/h) PT Biro Perjalanan 1974 15.402.621 Indonesia
Travel Agent 99.99% indirect ownership Operating
Wisata Satriavi
through PT Aero Wisata
PT Mirtasari Hotel langsung melalui PT Aero Wisata Beroperasi
Hotel 1979 32.366.173 Indonesia
Development 99.99% indirect ownership Operating
PT Aerofood Indonesia Jasa Boga Pesawat
langsung melalui PT Aero Wisata Beroperasi
(d/h) PT Angkasa Citra Aircraft catering 1982 134.263.320 Indonesia
99.99% indirect ownership Operating
Sarana Catering Service services
PT Bina Inti Dinamika Hotel 1987 2.362.452 Indonesia
PT Aerotrans Services Jasa Transportasi
Indonesia (d/h) PT Transportation 1988 40.575.591 Indonesia
99.99%% indirect ownership Operating
Mandira Erajasa Wahana Services
PT Belitung Intipermai Hotel 1992 1.103.739 Indonesia
PT Senggigi Pratama langsung melalui PT Aero Wisata Beroperasi
Hotel 1997 15.753.624 Indonesia
Internasional 99.99% indirect ownership Operating
Penjualan Tiket langsung melalui PT Aero Wisata Beroperasi
PT Aerojasa Perkasa 1998 451.136 Indonesia
Ticketing 99.87% indirect ownership Operating
Jasa Kargo langsung melalui PT Aero Wisata Beroperasi
PT Aerojasa Cargo 2003 1.603.634 Indonesia
Cargo Services 99.99% indirect ownership Operating
Biro Perjalanan
Garuda Orient Holidays langsung melalui PT Aero Wisata Beroperasi
Wisata 2008 2.046.485 Korea
Korea Pty, Ltd. 60.00% indirect ownership Operating
Travel Agent
Biro Perjalanan
Garuda Orient Holidays langsung melalui PT Aero Wisata Beroperasi
Wisata 2009 6.762.318 Jepang
Japan Pty, Ltd. 60.00% indirect ownership Operating
Travel Agent
• 99,99% kepemilikan tidak
langsung melalui PT Aero
Wisata
• 0,01% kepemilikan tidak
langsung melalui PT Mirtasari
PT Aerohotel Manajemen Hotel Beroperasi
Hotel Development 2010 1.968.385 Indonesia
Management Hotel Management Operating
• 99.99% indirect ownership
• 0.01% indirect ownership
through PT Mirtasari Hotel
Development
Biro Perjalanan
PT GIH Indonesia Wisata 2012 589.124 Indonesia
Travel Agent

Tahun
Status Jumlah Aset
Operation (Rp)
Incorporation

langsung melalui PT Aerojasa
Layanan Kargo Beroperasi
PT Citra Lintas Angkasa Cargo 2014 495.620 Indonesia
Cargo Services Operating
60.00% indirect ownership
through PT Aerojasa Cargo
Penyediaan Material 1,00% kepemilikan tidak
PT Garuda Energi
Pesawat Terbang langsung melalui PT Aero Wisata Beroperasi
Logistik dan Komersial 2019 20.090.519 Indonesia
Providing Aircraft 1.00% indirect ownership Operating
(GELK)
Material through PT Aero Wisata
Penyediaan Dan
Pengelolaan
PT Garuda Daya Pratama Ketenagakerjaan Beroperasi
- 2019 7.574.456 Indonesia
Sejahtera (GDPS) Provision And Operating
Management of
Labor
Pengangkutan,
Pergudangan dan
Aktivitas Penyewaan 90,00% kepemilikan tidak
PT Garuda Indonesia Air Angkutan langsung melalui PT Aero Wisata Beroperasi
2019 2.744.646 Indonesia
Charter (GIAC) Freight, 90.00% indirect ownership Operating
Warehousing, and through PT Aero Wisata
Transportation
Rental Activities
Pengembangan
dan Pemrograman
Aplikasi
Perdagangan
melalui Internet
PT Garuda Tauberes langsung melalui PT Aero Wisata Beroperasi
(E-commerce) 2019 154.084 Indonesia
Indonesia (GTI) 1.00% indirect ownership Operating
Development and
Programming of
Trading Application
Via the Internet
(E-commerce)
ENTITAS ASOSIASI ASSOCIATED ENTITY

Tahun
Status Jumlah Aset
Operation (Rp )
Incorporation
KEPEMILIKAN TIDAK LANGSUNG | INDIRECT OWNERSHIP
Jasa Ground Handling Beroperasi

PT Gapura Angkasa* 45,62% 2019 23.208.175 Indonesia
Groundhandling Services Operating
40,00% kepemilikan
tidak langsung
Jasa Boga Pesawat melalui PT Aero Wisata Beroperasi
PT Aeroprima 1982 692.517 Indonesia
Aircraft Catering Services 40.00% indirect Operating
ownership through PT
Aero Wisata
45,0% kepemilikan
tidak langsung
Jasa Akomodasi melalui PT Aero Wisata Beroperasi
PT Aeronurti 1996 45.013 Indonesia
Accommodation Services 45.0% indirect Operating
ownership through PT
Aero Wisata


Profil Perusahaan
Company Profile
Pemerintah RI 60,54%
PT TRANS AIRWAYS 25,62%
PUBLIC 13,84%
GA 99,99%
0,01%
Dana Pensiun AWS PT Aero Wisata
GA 98,65%
Orient Holidays 40,00% Garuda Orient Holidays 60,00%

Co, Ltd Japan Co, Ltd AWS
1,35% PT Citilink
Indonesia
Prime Freight 40,00% Garuda Orient Holidays 60,00%

Services Co, Ltd Korea Co, Ltd
0,01% PT Mirtasari Hotel 99,99%

Dana Pensiun AWS
Development
0,01% PT Senggigi Pratama 99,99%

Dana Pensiun AWS
Internasional
60,00% PT Indo Suplai 40,00%
Total Solusi
0,01% PT Aerotrans Services 99,99%
Dana Pensiun AWS
Indonesia
90,00% PT Garuda Indonesia Air 10,00%
0,01% 99,99% Charter
Dana Pensiun AWS PT Aero Globe Indonesia
1,00% PT Garuda Tauberes 99,00%

PT Smailing Tours & 40,00% 60,00% Indonesia
PT GIH Indonesia
Travel Service
0,01% 99,99%
Dana Pensiun AWS PT Aerofood Indonesia
1,00% PT Garuda Energi Logistik 99,00%
0,13% 99,87%
& Komersil
Dana Pensiun AWS PT Aerojasa Perkasa
PT Mitasari Hotel 0,01% 99,99%

PT Belitung Intipermai
Development
PT Mirtasari Hotel 10,00% PT Aero Hotel 90,00%

Development Management
38,11% 61,89%
PT Martel PT Bina Inti Dinamika
39,72% 60,24% Dipo Tjahjo

PT Aerojasa Perkasa PT Aerojasa Cargo
Pranoto
60,00% 40,00%
Koperasi 0,04%
Karyawan AWS
PT Citra Lintas Angkasa

PT Garuda Indonesia (Persero) Tbk
GA 51,00% GA 100,00% GA 58,75% *)
PT Aero
49,00% PT Garuda Indonesia PT Gapura
AWS Systems
Holiday France Angkasa
Indonesia
GA 89,10% GA 95,00%
PT Garuda PT Sabre
0,90% Maintenance 10,00% Sabre 5,00%
AWS Public Travel Network
Facility Aero APAC
Asia Tbk Indonesia
80,00% PT Garuda Ilmu Terapan 20,00%

Cakrawala
91,00% PT Garuda Daya Pratama 9,00% KOPKAR GMF Aero

Sejahtera Asia Sejahtera
*) Tidak dikonsolidasi sejak 1 Desember Induk Perusahaan Sampai dengan Desember 2019, Garuda
2019. GA meningkatkan modal sahamnya Parent company Indonesia memiliki Special Purpose Vehicle
di bulan November 2019 dan Perseroan
tidak ikut berpartisipasi sehingga Anak Perusahaan (SPV) dengan KIK EBA Mandiri GIAA01
kepemilikan Perusahaan terdilusi dari Subsidiaries sehubungan dengan pinjaman efek
58,75% menjadi 45,62% dan tidak
memiliki kontrol atas GA lagi. beragunan aset. Garuda Indonesia tidak
Cucu Perusahaan
Second-Tier Subsidiaries memiliki Joint Venture.
*) Deconsolidated since 1 December
2019. GA increased its sharecapital Until December 2019, Garuda Indonesia
Cicit Perusahaan
in November 2019 and the Company have Special Purpose Vehicle (SPV) with
did not participate, resulting in the
Third-Tier Subsidiaries
KIK EBA Mandiri GIAA01 in addition to
Company’s ownership diluting from
Join Partner asset-backed securitisation loan. Garuda
58.75% to 45.62% and the Group no
longer having control over GA. Join Partner
Indonesia has not a Joint Venture.


Profil Perusahaan
Company Profile
Pada tanggal 11 Februari 2011, Garuda Indonesia melakukan On February 11, 2011, Garuda Indonesia conducted an
Penawaran Umum Saham Perdana sebanyak 6.335.738.000 Initial Public Offering of 6,335,738,000 shares on Indonesia
lembar saham di Bursa Efek Indonesia dengan kode ‘GIAA’. Stock Exchange under the ticker code ‘GIAA’. The offered
Saham yang ditawarkan merupakan saham Seri B dengan shares are Series B shares with a nominal value of Rp500
nilai nominal Rp500 (nilai penuh) per lembar saham. (full amount) per share.
Tabel Kronologi Penerbitan Saham

Table of Chronology of Share Listing
Keterangan Tanggal Aksi Korporasi Jumlah Saham
Remark Date Corporate Action Total Shares
Penawaran Umum Perdana sebanyak 6.335.738.000

Penawaran Umum Saham Perdana 11 Februari 2011 lembar saham di Bursa Efek Indonesia dengan kode ‘GIAA’.
22.640.996.000
Initial Public Offering February 11, 2011 Initial Public Offering of 6,335,738,000 shares on
Indonesia Stock Exchange with ticker code ‘GIAA’.
Penawaran Umum Terbatas atas 3.227.930.663 lembar
saham kepada pemegang saham melalui Penawaran Umum
Penawaran Umum Terbatas HMETD 21 Maret 2014 Terbatas HMETD.
25.868.926.633
Limited Public Offering (HMETD) March 21, 2014 Limited Public Offering of 3,227,930,663 shares to
shareholders through HMETD Limited Public Offering
(Rights Issue).
Penambahan Modal Negara Tanpa Pencatatan 17.649.621 lembar saham hasil penambahan
HMETD 9 Desember 2016 modal negara tanpa Hak Memesan Efek Terlebih Dahulu.
25.886.576.254
State Capital Addition Without December 9, 2016 Listing of 17,649,621 shares resulting from the state
HMETD (Rights Issue) capital addition without Preemptive Rights.
Nama Bursa Tempat Saham Perseroan Dicatatkan Name of Stock Exchange Where the Company’s Shares
are Listed
Saat ini seluruh saham Garuda Indonesia telah dicatatkan Currently, all shares of Garuda Indonesia are listed on
pada Bursa Efek Indonesia. Indonesia Stock Exchange.
Tabel Kronologi Penerbitan Saham Garuda Indonesia

Table of Chronology of Garuda Indonesia’s Share Issuance
Modal Ditempatkan dan Disetor
Nilai Harga Subscribed and Fully Paid-Up Capital
Jumlah Saham
Nominal Penawaran
Periode Keterangan Saham yang Diterbitkan Total Nilai Total Harga
Nominal Offering
Period Remark Shares Total Shares Nominal Penawaran
Value Price Jumlah Saham
Issued Table of Nominal Table of Offering
(Rp) (Rp) Total Shares
Value Price
(Rp) (Rp)
Sebelum IPO
- - - - - - - -
Before IPO
11 Februari
Penawaran Umum
2011
Saham Perdana 30.000.000.000 500 750 4.400.000.000 22.640.996.000 2.200.000.000.000 3.300.000.000.000
February 11,
Initial Public Offering
2011
Penawaran Umum
21 Maret 2014 Terbatas HMETD
30.000.000.000 459 460 3.227.930.663 25.868.926.663 1.481.620.174.317 1.484.848.104.980
March 21, 2014 Limited Public
Offering (HMETD)
Penambahan Modal
9 Desember
Negara Tanpa HMETD
2016
State Capital Addition 30.000.000.000 459 476 17.649.621 25.886.576.284 8.101.176.039 8.401.219.596
December 9,
Without HMETD
2016
(Rights Issue)

KRONOLOGI PENERBITAN DAN/ATAU PENCATATAN OBLIGASI
KRONOLOGI PENERBITAN DAN/ATAU PENCATATAN OBLIGASI
PENAWARAN UMUM BERKELANJUTAN SUSTAINABLE PUBLIC OFFERING

Pada tanggal 27 Juni 2013, Garuda Indonesia menerbitkan On June 27, 2013, Garuda Indonesia issued Garuda
Obligasi Berkelanjutan I Garuda Indonesia dengan target Indonesia Sustainable Bonds I with a target fund of
dana yang akan dihimpun sebesar Rp4.000.000.000.000 Rp4,000,000,000,000 (four trillion Rupiah). The bonds
(empat triliun Rupiah). Jumlah pokok obligasi tahap I sebesar principal amount of the first phase is Rp2,000,000,000,000
Rp2.000.000.000.000 (dua triliun Rupiah). Obligasi ini (two trillion Rupiahs). The bonds were offered at a fixed rate
ditawarkan dengan bunga tetap sebesar 9,25% (sembilan of 9.25% (nine point two five percent) per year from the
koma dua lima persen) per tahun sejak Tanggal Emisi dengan Issuance Date with a term of 5 (five) years guaranteed by
jangka waktu 5 (lima) tahun yang dijamin secara Kesanggupan Full Commitment. These bonds were offered at a value of
Penuh (Full Commitment). Obligasi ini ditawarkan dengan 100% of the Bond Principal Amount and were issued without
nilai 100% dari Jumlah Pokok Obligasi dan diterbitkan tanpa scrip, except the Jumbo Bond Certificate to be issued by the
warkat, kecuali Sertifikat Jumbo Obligasi yang akan diterbitkan Company on behalf of PT Kustodian Sentral Efek Indonesia
oleh Perseroan atas nama PT Kustodian Sentral Efek Indonesia (“KSEI”), as proof of debt to the Bondholders. Bond interest
(“KSEI”), sebagai bukti utang kepada Pemegang Obligasi. is paid every 3 (three) months in accordance with the Bond
Bunga Obligasi dibayarkan setiap 3 (tiga) bulan sesuai dengan Interest Payment Date concerned. The first Bond Interest
Tanggal Pembayaran Bunga Obligasi yang bersangkutan. Payment Date was made on October 5, 2013, while the
Tanggal Pembayaran Bunga Obligasi pertama akan dilakukan latest Bond Interest Payment Date and the maturity date
pada tanggal 5 Oktober 2013, sedangkan Tanggal Pembayaran of the Bonds was on July 5, 2018. Bond Payment is made
Bunga Obligasi terakhir sekaligus jatuh tempo Obligasi adalah in full (bullet payment) when due.
pada tanggal 5 Juli 2018. Pembayaran Obligasi dilakukan
secara penuh (bullet payment) pada saat jatuh tempo.
Sesuai dengan Peraturan No. IX.A.15 tentang Penawaran In accordance with Regulation No. IX.A.15 concerning
Umum Berkelanjutan, Penawaran Umum Berkelanjutan Sustainable Public Offering, Garuda Indonesia Sustainable
Obligasi Berkelanjutan I Garuda Indonesia hanya dapat Bonds I Public Offering can only be carried out in a period of
dilaksanakan dalam periode paling lama 2 (dua) tahun sejak no longer than 2 (two) years after the effective Registration
efektifnya Pernyataan Pendaftaran Obligasi Berkelanjutan Statement of Garuda Indonesia Sustainable Bonds I. Garuda
I Garuda Indonesia. Obligasi Berkelanjutan I Garuda Indonesia Sustainable Bonds Phase II and subsequent (if
Indonesia Tahap II dan selanjutnya (jika ada) akan ditentukan any) will be determined later.
kemudian.
Tabel Kronologi Penerbitan Obligasi Garuda Indonesia

Table of Chronology Garuda Indonesia Bond Issuance
Tanggal Tingkat Status Peringkat

Penerbitan Mata Jumlah Obligasi Harga Tanggal Suku Pembayaran Wali
Uraian Rating
Tenor Uang Bond Amount Penawaran Jatuh Tempo Bunga (%) Amanat
Description Date of Payment
Currency (Rp) Bid Price Maturity Date Interest Trustee
Issuance Rate Status
2019 2018
Obligasi 27 Juni 2013 5 Tahun Rp 2.000.000.000.000 100% 5 Juli 2018 9,25% Lunas - - PT Bank
Berkelanjutan dari Jumlah CIMB
I Garuda Pokok Niaga
Indonesia Obligasi Tbk.
Tahap I Tahun
2013
Bond June 27, 2013 5 Years Rp 2.000.000.000.000 100% July 5, 2018 9,25% Paid off - -
Sustainable from
I Garuda amount
Indonesia Staple
Phase I Year Bond
2013

KRONOLOGI PENERBITAN DAN/ATAU
KRONOLOGI PENERBITAN DAN/ATAU PENCATATAN EFEK LAINNYA
PENCATATAN EFEK
Chronology of Other Securities LAINNYA
Issuance and/or Listing

Profil Perusahaan
Company Profile
KRONOLOGI PENERBITAN SUKUK CHRONOLOGY OF SUKUK ISSUANCE

Garuda Indonesia menerbitkan Sukuk Global pada tanggal Garuda Indonesia issued Global Sukuk on June 4, 2015,
4 Juni 2015 dengan tenor 5 (lima) tahun. Tingkat suku bunga with a tenor of 5 (five) years. The interest rate of this sukuk
dari sukuk ini adalah sebesar 5,95 persen setiap tahun. is 5.95 percent annually.
Tabel Penerbitan Sukuk Garuda Indonesia
Table of Garuda Indonesia Sukuk Issuance
Aksi Korporasi | Corporate Action Tanggal | Date
Pengajuan/Pendaftaran | Registration
Rapat Umum Pemegang Saham Luar Biasa menyetujui transaksi material penerbitan Sukuk 15 Mei 2015
Extraordinary General Meeting of Shareholders approving material transaction of Sukuk issuance May 15, 2015
Pendaftaran ke Singapore Exchange (“SGX”) 15 Mei 2015
Registration at Singapore Exchange (“SGX”) May 15, 2015
Penyampaian Preliminary Offering Circular kepada SGX 15 Mei 2015
Delivery of Preliminary Offering Circular to SGX May 15, 2015
Mendapatkan Approval in-principle dari SGX 19 Mei 2015
Obtaining Approval in-principle from SGX May 19, 2015
Pemasaran | Marketing
Pengumuman Transaksi | Announcement of Transaction 19 Mei 2015 | May 19, 2015
Pelaksanaan Roadshow | Roadshow 19-26 Mei 2015 | May 19-26, 2015
Penetapan Tingkat Laba/Profit Rate | Stipulation of Profit Rate 27 Mei 2015 | May 27, 2015
Penjatahan dan Pembayaran | Allotment And Payment
Masa Penawaran | Offering Period 27 – 28 Mei 2015 | May 27-28, 2015
Penjatahan | Allotment 29 Mei 2015 | May 29, 2015
Pembayaran dari Investor kepada Perseroan | Payment from Investor to the Company 4 Juni 2015 | June 4, 2015
Distribusi (Tanggal Penerbitan) | Distribution (Date Of Issuance) 3 Juni 2015 | June 3, 2015
Listing di IDX | Listing on IDX 4 Juni 2015 | June 4, 2015
Penyampaian Final Offering Circular kepada SGX | Delivery of Final Offering Circular to SGX 4 Juni 2015 | June 4, 2015
Tabel Kronologi Penerbitan Sukuk Garuda Indonesia

Table of Chronology of Garuda Indonesia Sukuk Issuance
Tingkat Peringkat PT Garuda
Tanggal Tenor Suku Status Rating Indonesia
Mata Jumlah Sukuk Harga Tanggal
Uraian Penerbitan (tahun) Bunga Pembayaran Global Sukuk
Uang Total Sukuk Penawaran Jatuh Tempo
Description Issuance Tenor Interest Payment Limited
Currency (USD) Offering Price Maturity Date
Date (Year) Rates Status 2019 2018 (Administered
(%) by Ogier)
PT Garuda
Indonesia
4 Juni 2015
Sukuk 5 Tahun 99,256% 3 Juni 2020 Belum Lunas Unrated Unrated Global Sukuk
June 4, USD 500.000.000 5,95
Global 5 Years 99,256% June 3, 2020 Not Paid sukuk sukuk Limited
2015
(Administered
by Ogier)
Pembayaran Bagi Hasil Sukuk Garuda Indonesia Hingga 31 Desember 2019

Table of Dividend Payment of Garuda Indonesia Sukuk until December 31, 2019
Keterangan | Description Tanggal Pembayaran | Payment Date Jumlah (US$) | Total (USD)
Pembayaran Imbal Hasil ke-1 | 1st Dividend Payment 3 Desember 2015 | December 3, 2015 14.875.000
Pembayaran Imbal Hasil ke-2 | 2nd Dividend Payment 3 Juni 2016 | June 3, 2016 14.875.000
Pembayaran Imbal Hasil ke-3 | 3rd Dividend Payment 3 Desember 2016 | December 3, 2016 14.875.000
Pembayaran Imbal Hasil ke-4 | 4th Dividend Payment 3 Juni 2017 | June 3, 2017 14.875.000
Pembayaran Imbal Hasil ke-5 | 5th Dividend Payment 3 Desember 2017 | December 3, 2017 14.875.000

KRONOLOGI PENERBITAN EFEK CHRONOLOGY OF OTHER SECURITIES

LAINNYA LISTING
EFEK BERAGUN ASET ASSET BACKED SECURITISATION LOAN

MANDIRI GIAA01 (KIK-EBA) GIAA01
Perseroan melihat banyaknya potensi untuk pengembangan The company sees a lot of potential for the development and
serta pertumbuhan permintaan pasar terhadap rute Middle growth of market demand for the Middle East Area (MEA)
East Area (MEA). Salah satunya adalah rute penerbangan route. One of them is the flight routes Jeddah and Medina.
Jeddah dan Madinah. Untuk itu, Garuda Indonesia Therefore, Garuda Indonesia made a public offering by
melakukan penawaran umum dengan menerbitkan Efek issuing Asset backed securitisation loan (KIK-EBA) GIAA01
Beragun Aset Mandiri GIAA01 – Surat Berharga Hak Atas - Securities Right to Sales Revenue of Class A Tickets for
Pendapatan Penjualan Tiket rute penerbangan Jeddah dan Jeddah and Medina flight routes (“Class A EBA”) With a
Madinah Kelas A (“EBA Kelas A”) Dengan jumlah pokok principal amount of Rp1,800,000,000,000.00 (one trillion
sebesar Rp1.800.000.000.000,00 (satu triliun delapan ratus eight hundred billion Rupiah) and will be issued without
miliar Rupiah) dan akan diterbitkan tanpa warkat, kecuali scrip, except Class A Jumbo EBA Certificate to be issued on
Sertifikat Jumbo EBA Kelas A yang akan diterbitkan atas behalf of PT Kustodian Sentral Efek Indonesia (“KSEI”) on
nama PT Kustodian Sentral Efek Indonesia (“KSEI”) pada the Issuance Date as proof of participation for the benefit
Tanggal Emisi sebagai bukti kepesertaan untuk kepentingan of Class A EBA Holders.
Pemegang EBA Kelas A.
EBA Kelas A adalah Efek yang diterbitkan oleh Kontrak EBA Class A is a Securities issued by the Collective
Investasi Kolektif Efek Beragun Aset Mandiri GIAA01 Investment Contract of Asset Backed Securities Mandiri
– Surat Berharga Hak Atas Pendapatan Penjualan Tiket GIAA01 - Securities Right to Ticket Sales Revenue (“KIK-
(“KIK-MandiriGIAA01”) yang dibentuk berdasarkan Akta MandiriGIAA01”), which was established based on Deed
No. 4 tanggal 3 Mei 2018. Akta No. 49 tanggal 22 Juni No. 4 dated May 3, 2018, in conjunction with Deed No. 49
2018, keduanya dibuat di hadapan Ir. Nanette Cahyanie dated June 22, 2018, both made before Ir. Nanette Cahyanie
Handari Adi Warsito, S.H., Notaris di Jakarta. Dari dana hasil Handari Adi Warsito, S.H., a Notary in Jakarta. From the
penerbitan EBA Kelas A dan EBA Kelas B setelah dikurangi proceeds of the issuance of EBA Class A and EBA Class B,
biaya-biaya transaksi, KIK-MandiriGIAA01 akan membeli after deducting transaction costs, KIK-MandiriGIAA01 will
aset keuangan berupa Surat Berharga Hak Atas Pendapatan purchase financial assets in the form of Securities Right to
Penjualan Tiket, berjangka waktu 5 (lima) tahun, bernilai Ticket Sales Revenue, with a period of 5 (five) years, valued
Rp 2.615.000.000.000,00 (dua triliun enam ratus lima at Rp 2,615,000,000,000,00 (two trillion six hundred
belas miliar Rupiah) dengan harga penerbitan sebesar Rp and fifteen billion Rupiah), with an issuance price of Rp
2.000.000.000.000,00 (dua triliun Rupiah). EBA Kelas A 2,000,000,000,000.00 (two trillion Rupiah). EBA Class A
ditawarkan dengan nilai 100% (seratus persen) dari jumlah was offered at a value of 100% (one hundred percent) of
pokok EBA Kelas A, dengan imbal hasil investasi sebesar the principal amount of EBA Class A, with an investment
9,75% (sembilan koma tujuh lima persen) per tahun. Tanggal return of 9.75% (nine point seven five percent) per year. The
Pelunasan Akhir Pokok Investasi dan Pembagian Hasil Last Date of Final Repayment of Investment Principal and
Investasi EBA Kelas A yang terakhir jatuh pada tanggal 27 Juli Distribution of Investment Return of EBA Class A falls on
2023. Pemegang EBA Kelas A berhak untuk mendapatkan July 27, 2023. EBA Class A holders are entitled to receive
pembayaran imbal hasil setiap 3 (tiga) bulan sekali pada returns every 3 (three) months on the Date of Distribution
Tanggal Pembagian Hasil Investasi Kelas A. Pembayaran of Investment Results of Class A. Principal payment for EBA
pokok atas EBA Kelas A akan dilakukan secara bertahap Class A will be made in stages annually with due regard to
tahunan dengan memperhatikan tata urutan pembayaran the order of payment waterfall.
(payment waterfall).
PT Asuransi Kredit Indonesia (Persero) sebagai Penjamin PT Asuransi Kredit Indonesia (Persero) as the Guarantor
Pembayaran Pendapatan Penjualan Tiket memberikan of Ticket Sales Revenue Payment guarantees the principal
jaminan pembayaran pokok EBA Kelas A sebesar payment of EBA Class A amounting to Rp 360,000,000,000
Rp360.000.000.000 (tiga ratus enam puluh miliar Rupiah) (three hundred sixty billion Rupiah) per year for each year
per tahun untuk masing-masing Tahun Pertama sampai of the First Year up to the Fifth Year, therefore, the total
dengan Tahun Kelima sehingga total nilai jaminan sebesar guarantee value is Rp1,800,000,000,000 (one trillion eight
Rp1.800.000.000.000 (satu triliun delapan ratus miliar hundred billion Rupiah), with a guarantee period starting
Rupiah), dengan jangka waktu penjaminan dimulai sejak from July 2018 to July 2023.
Juli 2018 sampai dengan Juli 2023.

Profil Perusahaan
Company Profile
Kronologi KIK EBA Mandiri GIAA01

Chronology of KIK EBA Mandiri GIAA01
Aksi Korporasi | Corporate Action Tanggal | Date
Tanggal Efektif | Effective Date 2 Juli 2018 | July 2, 2018
Masa Penawaran Umum | Public Offering Period 24 Juli 2018 | July 24, 2018
Tanggal Penjatahan | Allotment Date 25 Juli 2018 | July 25, 2018
Tanggal Pembayaran Investor ke Agen Penjual | Date of Investor Payment to Seller Agent 26 Juli 2018 | July 26, 2018
Tanggal Pembayaran Agen Penjual ke KIK EBA (selambat-lambatnya)

27 Juli 2018 | July 27, 2018
Date of Seller Agent Payment to KIK EBA (at the latest)
Tanggal Distribusi KIK EBA secara elektronik | Date of KIK EBA Distribution Electronically 27 Juli 2018 | July 27, 2018
Tanggal Pencatatan di Bursa Efek Indonesia | Listing Date on Indonesia Stock Exchange 31 Juli 2018 | July 31, 2018
Rating KIK EBA Mandiri GIAA01

Rating of KIK EBA Mandiri GIAA01
Nilai Bunga/ Tanggal Jatuh
Keterangan Peringkat Tanggal Pencatatan
Value Jangka Waktu Tempo
Description Rating Listing Date
(Rp) Interest/Tenor Maturity Date
KIK EBA Mandiri GIAA01 AA+ (idn) PT Pemeringkat Efek Indonesia (PEFINDO) 29 Juni 2018 2.000.000.000.000 9,75% p.a./5 tahun 22 Juli 2023
KIK EBA Mandiri GIAA01 AA+ (idn) PT Pemeringkat Efek Indonesia (PEFINDO) June 29, 2018 5 Years July 22, 2023
Jadwal Penyerahan Porsi Pendapatan Rute MEA Hingga 31 Desember 2019

Delivery Schedule of Revenue Portion of MEA Route Until December 31, 2019
Keterangan Tanggal Pembayaran Jumlah (IDR)
Description Payment Date Total (IDR)
Penyerahan Porsi Pendapatan Rute MEA ke-1 22 Agustus 2018

29.000.000.000
1st Delivery of Revenue Portion of MEA Route August 22, 2018
Penyerahan Porsi Pendapatan Rute MEA ke-2 22 September 2018
900.000.000
2nd Delivery of Revenue Portion of MEA Route September 22, 2018
Penyerahan Porsi Pendapatan Rute MEA ke-3 22 Oktober 2018
52.000.000.000
3rd Delivery of Revenue Portion of MEA Route October 22, 2018
Penyerahan Porsi Pendapatan Rute MEA ke-4 22 November 2018
900.000.000
4th Delivery of Revenue Portion of MEA Route November 22, 2018
Penyerahan Porsi Pendapatan Rute MEA ke-5 22 Desember 2018
900.000.000
5th Delivery of Revenue Portion of MEA Route December 22, 2018
Penyerahan Porsi Pendapatan Rute MEA ke-7 22 Januari 2019
48.500.000.000
7th Delivery of Revenue Portion of MEA Route January 22, 2019
Penyerahan Porsi Pendapatan Rute MEA ke-6 22 Februari 2019
300.000.000
6th Delivery of Revenue Portion of MEA Route February 22, 2019
Penyerahan Porsi Pendapatan Rute MEA ke-8 22 Maret 2019
300.000.000
8th Delivery of Revenue Portion of MEA Route March 22, 2019
Penyerahan Porsi Pendapatan Rute MEA ke-9 22 April 2019
47.000.000.000
9th Delivery of Revenue Portion of MEA Route April 22, 2019
Penyerahan Porsi Pendapatan Rute MEA ke-10 22 Mei 2019
300.000.000
10th Delivery of Revenue Portion of MEA Route May 22, 2019

Jadwal Penyerahan Porsi Pendapatan Rute MEA Hingga 31 Desember 2019

Delivery Schedule of Revenue Portion of MEA Route Until December 31, 2019
Keterangan Tanggal Pembayaran Jumlah (IDR)
Description Payment Date Total (IDR)
Penyerahan Porsi Pendapatan Rute MEA ke-11 22 Juni 2019

300.000.000
11th Delivery of Revenue Portion of MEA Route June 22, 2019
Penyerahan Porsi Pendapatan Rute MEA ke-12 22 Juli 2019
435.000.000.000
12th Delivery of Revenue Portion of MEA Route July 22, 2019
Penyerahan Porsi Pendapatan Rute MEA ke-13 22 Agustus 2019
7.500.000.000
13th Delivery of Revenue Portion of MEA Route August 22, 2019
Penyerahan Porsi Pendapatan Rute MEA ke-14 22 September 2019
300.000.000
14th Delivery of Revenue Portion of MEA Route September 22, 2019
Penyerahan Porsi Pendapatan Rute MEA ke-15 22 Oktober 2019
37.000.000.000
15th Delivery of Revenue Portion of MEA Route October 22, 2019
Penyerahan Porsi Pendapatan Rute MEA ke-16 22 November 2019
300.000.000
16th Delivery of Revenue Portion of MEA Route November 22, 2019
Penyerahan Porsi Pendapatan Rute MEA ke-17 22 Desember 2019
300.000.000
17th Delivery of Revenue Portion of MEA Route December 22, 2019
Daftar Pemegang KIK EBA 31 Desember 2019

List of EIK KIK Holders as of December 31, 2019
No. NAMA INVESTOR | INVESTOR NAME JUMLAH | TOTAL
1 REKSA DANA TERPROTEKSI DANAREKSA PROTEKSI 60 80.000.000.000
2 REKSA DANA SIMAS PENDAPATAN TETAP ABDI UTAMA 24.000.000.000
3 REKSA DANA SETIABUDI DANA OBLIGASI UNGGULAN 8.000.000.000
4 Dana Pensiun Perkebunan 16.000.000.000
5 PT. JASA RAHARJA (PERSERO) 24.000.000.000
6 PT.ASABRI ( Persero ) 20.000.000.000
7 PT. ASURANSI BINAGRIYA UPAKARA 4.000.000.000
8 KOP. KESEHATAN PEG. & PENSIUNAN BANK MANDIRI (MANDIRI HEALTCARE) 28.000.000.000
9 Dana Pensiun Garuda Indonesia 16.000.000.000
10 DANA PENSIUN BPD NTT 4.000.000.000
11 Yayasan Kesehatan Garuda Indonesia 8.000.000.000
12 REKSA DANA INSIGHT TUNAS BANGSA BALANCED FUND 2 (I-NEXT G 2) 30.000.000.000
13 DP. Telkom 12.000.000.000
14 REKSA DANA INSIGHT GENERATE BALANCED FUND (I-GENERATE) 10.000.000.000
15 DP BNI 8.000.000.000
16 PT TASPEN (ASURANSI) - AFS 800.000.000.000
17 MEIDDY MANDAGI 800.000.000
18 ANDREAS MULJADI G 160.000.000
19 YAYASAN KESEJAHTERAAN PEGAWAI OTORITAS JASA KEUANGAN (YKP OJK) 4.000.000.000
20 SANTOSO CHANDRA 400.000.000
21 YAYASAN BENTARA RAKYAT 8.000.000.000

Profil Perusahaan
Company Profile
Daftar Pemegang KIK EBA 31 Desember 2019

List of EIK KIK Holders as of December 31, 2019
No. NAMA INVESTOR | INVESTOR NAME JUMLAH | TOTAL
22 DANA PENSIUN KOMPAS GRAMEDIA 19.440.000.000
23 PT ASURANSI JIWA TUGU MANDIRI-7-124434015 8.000.000.000
24 Reksa Dana Terproteksi Bahana Progressive Protected Fund 178 114.720.000.000
25 Reksa Dana Trimegah Dana Tetap Nusantara 51.200.000.000
26 Reksa Dana Terproteksi Bahana Progressive Protected Fund 176 32.480.000.000
27 REKSA DANA INSIGHT INFRA DEVELOPMENT (I-INFRA) 40.000.000.000
28 YAYASAN KESEJAHTERAAN PEGAWAI PERUM PERHUTANI JATI SEJAHTERA 800.000.000
29 REKSA DANA DANAREKSA MELATI PENDAPATAN TETAP MULTI PLUS 49.600.000.000
30 HERDIAN HENDRAWIDJAJA 800.000.000
31 MOHAMMAD HIDAYAT HASAN 1.600.000.000
32 JOHNNY DARMAWAN D 16.000.000.000
JUMLAH TOTAL | TOTAL AMOUNT 1.440.000.000.000
Lembaga dan/atau Profesi Penunjang KIK EBA 2019

Supporting Institutions and / or Professionals of KIK EBA 2019
Nama Perusahaan | Company Name Biaya | Fee (IDR)
Collection Agent PT Garuda Indonesia (Persero) Tbk (GIAA ) 110.000.000
Investment Manager PT Mandiri Manajemen Investasi (MMI) 5.544.000.000
Custodian Bank/Trustee PT Bank Maybank Indonesia Tbk (BNII) 528.000.000
Agen Pembayar | Paying Agent PT Bank Rakyat Indonesia Tbk (BBRI) 176.000.000
Jasa Pemeringkat | Rating Services PEFINDO 156.420.000
Jasa Pemantau | Monitoring Service PEFINDO 137.500.000
Asuransi Cicilan Pokok | Basic Installment Insurance ASKRINDO 7.200.000.000
Asuransi Cicilan Bunga | Interest Installment
JAMKRINDO 1.055.024.000
Insurance
Auditor | 9th Dividend KAP Heliantono & Rekan 110.000.000

ALAMAT LEMBAGA DAN/ATAU PROFESI PENUNJANG KIK EBA 2019

ADDRESS OF 2019 KIK EBA SUPPORTING PROFESSIONALS AND / OR PROFESSIONALS
PT Mandiri Manajemen Investasi

Menara Mandiri 2, 15th Floor
Jl. Jend. Sudirman Kav. 54-55. Jakarta 12190, Indonesia
Telepon: (+62 21) 5263505, 39504645
Faks: (+62 21) 5270672
PT Bank Maybank Indonesia Tbk

Sentral Senayan (SS) III
Jl. Asia Afrika no 8. Jakarta 10270, Indonesia
Telepon: (+62 21) 29228888 | Faks: (+62 21) 2922-8914 |
PT Bank Rakyat Indonesia (Persero) Tbk

BRI II Building 30th Floor
Jalan Jenderal Sudirman No. 44-46. Jakarta 10210,
Indonesia
Telepon: (+62 21) 5752363 | Faks: (+62 21) 5752444
PT Pemeringkat Efek Indonesia (PEFINDO)

Panin Tower Senayan City lt 17
Jl. Asia Afrika lot 19. Jakarta 10270, Indonesia
PT Asuransi Kredit Indonesia (Persero)

Graha Askrindo
Jl. Angkasa blok B9 Kavling no 8. Jakarta 10610, Indonesia
Cabang Jakarta
Jl. Cikini Raya no 101. Jakarta 10330, Indonesia
Telepon: (+62 21) 2305682/3 | Faks: (+62 21) 31907176
PT Jaminan Kredit Indonesia

Jl. Angkasa B-9 Kavling 6. Jakarta, Indonesia
Telepon: (+62 21) 6540335
KAP Heliantono & Rekan

Plaza Amita lt. 7
Jl. Letjen TB Simatupang, Kav 10. Jakarta 12310, Indonesia

NAMA & ALAMAT LEMBAGA DAN/ATAU
NAMA & ALAMAT LEMBAGA DAN/ATAU PROFESI PENUNJANG
PROFESI PENUNJANG
Name and Address of Institution and/or Supporting Profession

Profil Perusahaan
Company Profile
PENCATATAN SAHAM PT Bursa Efek Indonesia PT Bursa Efek Indonesia

SHARE LISTING Indonesia Stock Exchange Buliding 1st Tower Indonesia Stock Exchange Buliding 1st Tower
Jl. Jendral Sudirman Kav. 52-53, Jakarta 12190. Jl. Jendral Sudirman Kav. 52-53, Jakarta 12190.
Telepon : (+62 21) 5150 515 Telephone : (+62 21) 5150 515
Faks : (+62 21) 5154 153 Fax : (+62 21) 5154 153
E-mail : listing@idx.co.id E-mail : listing@idx.co.id
Website : www.idx.co.id Website : www.idx.co.id
Jasa yang diberikan: Jasa Pencatatan Saham Tahunan Services Provided: Annual Stock Listing Service
Periode Penunjukan: Februari 2011 – sekarang Periode Penunjukan: February 2011 – present
Fee: Rp250.000.000 Fee: Rp250.000.000
BIRO ADMINISTRASI EFEK PT Datindo Entrycom PT Datindo Entrycom

SHARE REGISTRAR BUREAU Jl. Hayam Wuruk No. 28 Jakarta. 10120 Jl. Hayam Wuruk No. 28 Jakarta. 10120
Telepon : (+62 21) 350 8077 (hunting) Telephone : (+62 21) 350 8077 (hunting)
Faks : (+62 21) 350 8078 Fax : (+62 21) 350 8078
E-mail : corporatesecretary@datindo.com E-mail : corporatesecretary@datindo.com
Website : http://datindo.com Website : http://datindo.com
Jasa yang diberikan: Services Provided:

• Bertanggung jawab atas penyimpanan dan • Responsible for keeping and managing the
pengelolaan Daftar Pemegang Saham (DPS). Shareholders Register.
• Melaksanakan pencatatan perubahan-perubahan • Recording changes in the DPS.
pada DPS.
• Melaksanakan pencatatan dan pelepasan • Recording and releasing imposition of rights over
pembebanan hak atas saham. shares.
• Membantu penyelenggaraan Rapat Umum Pemegang • Assisting in organizing the General Meeting of
Saham Perseroan. Shareholders of the Company.
• Bertanggung jawab dalam pengelolaan Efek, baik Efek • Responsible for managing Securities, both Securities
yang didaftarkan maupun Efek yang tidak didaftarkan listed and Securities non-listed in the Collective
dalam Penitipan Kolektif Efek sesuai ketentuan Pasar Custody in accordance with Capital Market
Modal. regulations.
• Tugas dan kewajiban BAE pada pasar sekunder secara • Duties and obligations of the Registrar in secondary
rinci dan detail yang dituangkan dalam perjanjian di market in details as outlined in the agreement before
hadapan Notaris. a Notary.
Periode Penunjukan: Selama saham masih terdaftar/ Assignment Period: As long as the stock is still listed on
tercatat di Bursa Efek dengan memperhatikan peraturan the Stock Exchange with due regard to the applicable
Perundang-undangan yang berlaku, kecuali apabila ada laws and regulations, unless there is an early termination
pemutusan perjanjian lebih dini oleh salah satu pihak. by either party.
Fee: Fee:
Biaya Pasar Sekunder per tahun Rp40.000.000 Secondary Market fee per year at Rp40,000,000
Biaya registrasi pada saat RUPS Rp5.000.000 Registration fee during GMS at Rp5,000,000
Biaya voting system pada pelaksanaan RUPS Voting system fee during GMS at
Rp15.000.000 Rp15,000,000
KANTOR AKUNTAN PUBLIK Kantor Akuntan Publik (KAP) Tanudiredja, Wibisana, Public Accountant Firm (KAP) Tanudiredja,
PUBLIC ACCOUNTANT FIRM Rintis & Rekan (firma anggota dari jaringan global Wibisana, Rintis & Partners (member firm of PwC’s
PwC) global network).
WTC3 Jl Jendral Sudirman Kav 29-31, WTC 3, Jl Jendral Sudirman Kav 29-31,
Jakarta 12920 - Indonesia Jakarta 12920 - Indonesia
Phone +62 21 5212901 Phone +62 21 5212901

Audit atas laporan keuangan konsolidasian Garuda yang Audit of Garuda’s consolidated financial statements
berakhir pada 31 Desember 2019 dengan ruang lingkup which ended on December 31, 2019, with the scope
yang antara lain mencakup, namun tidak terbatas, pada: including but not limited to:
• Melaksanakan audit atas Laporan Keuangan • Conducting audit of Garuda’s Consolidated Financial
Konsolidasian Garuda tahun buku 31 Desember 2019. Statements for the fiscal year ended on December
31, 2019.
• Melaksanakan audit atas Laporan Keuangan Program • Conducting audit of Garuda’s Financial Statements of
Kemitraan Bina Lingkungan (PKBL) Garuda tahun Partnership and Community Development Program
buku 31 Desember 2019. (PKBL) for the fiscal year ended on December 31,
2019.
• Melaksanakan review terhadap Laporan Kepatuhan • Reviewing the Compliance Reports with Laws and
terhadap Perundang-undangan dan Laporan Regulations and Garuda’s Internal Control Report.
Pengendalian Intern Garuda.
• Melaksanakan atas Laporan Evaluasi Kinerja untuk • Carrying out upon the Performance Evaluation Report
tahun yang berakhir 31 Desember 2019. for the year ended on December 31, 2019.
• Prosedur yang disepakati terhadap Laporan Kegiatan • Agreed procedures on the Prudential Principles
Penerapan Prinsip Kehati-hatian (KPPK) tahun buku Activity Report (KPPK) for the fiscal year ended on
31 Desember 2019. December 31, 2019.
Periode Penunjukan: 2019 Assignment Period: 2019
Fee: Rp6.945.000.000 Fee: Rp6,945,000,000

NAMA & ALAMAT LEMBAGA DAN/ATAU PROFESI PENUNJANG
LEMBAGA PEMERINGKAT PT Pemeringkat Efek Indonesia (PEFINDO) PT Pemeringkat Efek Indonesia (PEFINDO)
RATING AGENCY Panin Tower Senayan City lt 17 Panin Tower Senayan City lt 17
Jl. Asia Afrika lot 19. Jakarta 10270, Indonesia Jl. Asia Afrika lot 19. Jakarta 10270, Indonesia
Telepon : (021) 7278 2380 Telephone : (021) 7278 2380
Faks : (021) 7278 2370 Fax : (021) 7278 2370

• Jasa Pemeringkatan Atas Efek Beragunan Aset (EBA) • • Asset Backed Securities (EBA) Rating Service
Transaksi Sekuritisasi Pendapatan Penjualan Tiket Securitization Transactions of Ticket Sales Revenue of
Rute Jeddah dan Madinah Tahun 2018-2023 Garuda Jeddah and Medina Routes in 2018-2023 of Garuda
Indonesia (Biaya telah dibagi prorata per tahun Indonesia (fees have been divided in a prorate manner
((0,3555% x Rp2 triliun) + 10% PPN)/ 5 tahun = per year (0.3555% x Rp2 trillion) + 10% VAT) / 5
Rp156.420.000. years = Rp156,420,000.
• Jasa Pemantauan Atas Efek Beragunan Aset (EBA) • • Asset Backed Securities (EBA) Monitoring Service
Transaksi Sekuritisasi Pendapatan Penjualan Tiket Rute Securitization Transactions of Ticket Sales Revenue of
Jeddah dan Madinah Tahun 2019 (Rp125 juta + 10% Jeddah and Medina Routes in 2019 (Rp125 million +
PPN) = Rp137.500.000. 10% VAT) = Rp137,500,000.
Periode Penunjukan: 2018-2023 Assignment Period: 2018-2023
Fee: Fee:
• Jasa 1 sebesar IDR 156.420.000 • Services 1 in the amount of IDR 156,420,000
• Jasa 2 sebesar IDR 137.500.000 • Services 2 in the amount of IDR 137,500,000
NOTARIS Aulia Taufani, S.H. Aulia Taufani, S.H.

NOTARY Gedung Menara Sudirman Lt.18 Gedung Menara Sudirman Lt.18
Jl. Jend Sudirman Kav. 60 Jakarta Selatan 12190 Jl. Jend Sudirman Kav. 60 Jakarta Selatan 12190
Telepon: 0816 197 2218 Telephone: 0816 197 2218
E-mail: ataufani@ataa.id, ataufani@gmail.com E-mail: ataufani@ataa.id, ataufani@gmail.com

• Pelaksanaan RUPS Tahunan, pembuatan Berita Acara • Convening Annual GMS, preparing Annual GMS
RUPS Tahunan, pembuatan pernyataan keputusan Minutes, preparing the statement of Annual GMS
RUPS Tahunan Resolutions
• Konsultasi Hukum • Legal Consultant
Periode Penunjukan: Sesuai dengan kebutuhan Assignment Period: According to assignment needed
penugasan
Fee: Pelaksanaan RUPS Tahunan sebesar Rp20.000.000, Fee: Convening Annual GMS amounting to
belum termasuk pajak. Rp20,000,000 excluding tax.

PENGHARGAAN
Award and Certificatio DAN SERTIFIKASI
Award and Certification
Profil Perusahaan
Company Profile
PENGHARGAAN | AWARD
BUSINESS Nama Penghargaan: Name of Award:

Finalist of Best Cargo Airlines for Finalist of Best Cargo Airlines for
Nama Penghargaan: Name of Award: Europe Sector Europe Sector
Top CEO in Airlines Industry 2019 Top CEO in Airlines Industry 2019 Acara: Event:
Acara: Event: Indonesia Cargo Agent Club Indonesia Cargo Agent Club
Top IT & Top Telco 2019 Award Top IT & Top Telco 2019 Award (ICAC) Cargo Airlines Award 2019 (ICAC) Cargo Airlines Award 2019
Penyelenggara: Organizer: Penyelenggara: Organizer:
Media Madani Group Media Madani Group Indonesia Cargo Agent Club Indonesia Cargo Agent Club
Tanggal: Date: (ICAC) (ICAC)
27 Maret 2019 March 27, 2019 Tanggal: Date:
Nama Penghargaan: Name of Award: 14 Agustus 2019 August 14, 2019
Top Digital Innovation & Top Digital Innovation & COMMERCIAL
Transformation in Smart Transformation in Smart
Transportation Services 2019 Transportation Services 2019 Nama Penghargaan: Name of Award:
Acara: Event: Gold Award-Colours April Gold Award-Colours April
Top IT & Top Telco 2019 Award Top IT & Top Telco 2019 Award 2018-MasterClass-Waves 2018-MasterClass-Waves
Penyelenggara: Organizer: Acara: Event:
Media Madani Group Media Madani Group Davey Awards 2018 Davey Awards 2018
Tanggal: Date: Penyelenggara: Organizer:
27 Maret 2019 March 27, 2019 Academy of Interactive and Visual Academy of Interactive and Visual
Arts Arts
Nama Penghargaan: Name of Award: Tanggal: Date:
Juara I, kategori Pengelolaan 1st winner, category of the best 11 Januari 2019 January 11, 2019
Pelanggan terbaik Big Corporate Customer Management for Big
Corporate Nama Penghargaan: Name of Award:
Acara: Event: Silver Award-Colours June Silver Award-Colours June
8th Anugerah BUMN 2019 8th Anugerah SOE 2019 2018-MasterClass-Day to Night 2018-MasterClass-Day to Night
Penyelenggara: Organizer: Acara: Event:
BUMN Track Magazine SOE Track Magazine Davey Awards 2018 Davey Awards 2018
Tanggal: Date: Penyelenggara: Organizer:
28 Maret 2019 March 28, 2019 Academy of Interactive and Visual Academy of Interactive and Visual
Arts Arts
CARGO Tanggal: Date:
Nama Penghargaan: Name of Award: 11 Januari 2019 January 11, 2019
The Best Cargo Airlines for Asia The Best Cargo Airlines for Asia Nama Penghargaan: Name of Award:
Pacific Sector Pacific Sector Silver Award-Colours March Silver Award-Colours March
Acara: Event: 2018-Travel-London 2018-Travel-London
Indonesia Cargo Agent Club Indonesia Cargo Agent Club Acara: Event:
(ICAC) Cargo Airlines Award 2019 (ICAC) Cargo Airlines Award 2019 Davey Awards 2018 Davey Awards 2018
Penyelenggara: Organizer: Penyelenggara: Organizer:
Indonesia Cargo Agent Club Indonesia Cargo Agent Club Academy of Interactive and Visual Academy of Interactive and Visual
(ICAC) (ICAC) Arts Arts
Tanggal: Date: Tanggal: Date:
14 Agustus 2019 August 14, 2019 11 Januari 2019 January 11, 2019

Award and Certificatio
PENGHARGAAN | AWARD
Nama Penghargaan: Name of Award: Nama Penghargaan: Name of Award:

Silver Award-Colours May Silver Award-Colours May Gold Champion. Category Airline Gold Champion. Category Airline
2018-Masterclass-Aeria Views 2018-Masterclass-Aeria Views Acara: Event:
Acara: Event: Indonesia WOW Brand 2019 Indonesia WOW Brand 2019
Davey Awards 2018 Davey Awards 2018 Penyelenggara: Organizer:
Penyelenggara: Organizer: MarkPlus, Inc. MarkPlus, Inc.
Academy of Interactive and Visual Academy of Interactive and Visual Tanggal: Date:
Arts Arts 14 Maret 2019 March 14, 2019
Tanggal: Date:
11 Januari 2019 January 11, 2019 Nama Penghargaan: Name of Award:
Best Airline Marketing Nominee Best Airline Marketing Nominee
Nama Penghargaan: Name of Award: Acara: Event:
Silver Award-Colours July Silver Award-Colours July Changi Airline Awards 2019 Changi Airline Awards 2019
2018-Masterclass-Human Geo' 2018-Masterclass-Human Geo’ Penyelenggara: Organizer:
Acara: Event: Changi Airport Changi Airport
Davey Awards 2018 Davey Awards 2018 Tanggal: Date:
Penyelenggara: Organizer: 26 April 2019 April 26, 2019
Academy of Interactive and Visual Academy of Interactive and Visual
Arts Arts Nama Penghargaan: Name of Award:
Tanggal: Date: Top Brand Health 2019 Best Brand Top Brand Health 2019 Best Brand
11 Januari 2019 January 11, 2019 (No.1 in Indonesia) (No.1 in Indonesia)
Acara: Event:
Nama Penghargaan: Name of Award: YouGov Brand Index YouGov Brand Index
YouGov Millenial brand Rankings YouGov Millenial brand Rankings Penyelenggara: Organizer:
(Top 10, No.8) (Top 10, No.8) YouGov YouGov
Acara: Event: Tanggal: Date:
YouGov Brand Index Buzz YouGov Brand Index Buzz 22 Agustus 2019 August 22, 2019
Penyelenggara: Organizer:
YouGov YouGov Nama Penghargaan: Name of Award:
Tanggal: Date: Gold - Indonesia Go ASEAN Gold - Indonesia Go ASEAN
14 Februari 2019 February 14, 2019 Champion in Transportation sector Champion in Transportation sector
Acara: Event:
Nama Penghargaan: Name of Award: 5th Annual ASEAN Marketing 5th Annual ASEAN Marketing
YouGov Women’s brand Rankings: YouGov Women’s brand Rankings: Summit 2019 Summit 2019
Top 10 (GA no.1) Top 10 (GA no.1) Penyelenggara: Organizer:
Acara: Event: Philip Kotler Center for ASEAN Philip Kotler Center for ASEAN
YouGov’s annual list YouGov’s annual list Marketing (PKCAM) dan Markplus Marketing (PKCAM) dan Markplus
Penyelenggara: Organizer: Tanggal: Date:
YouGov YouGov 5 September 2019 September 5, 2019
Tanggal: Date:
5 Maret 2019 March 5, 2019

Award and Certificatio
Profil Perusahaan
Company Profile
COMMUNICATION Nama Penghargaan: Name of Award:

Travellers Choice Major Airline Asia Travellers Choice Major Airline
Nama Penghargaan: Name of Award:
Acara: Asia
Spokesperson of The Year 2019 Spokesperson of The Year 2019
Trip Advisor 2019 Travellers Event:
Acara: Event:
Choice Awards Trip Advisor 2019 Travellers
Indonesia Spokesperson of The Indonesia Spokesperson of The
Penyelenggara: Choice Awards
Year 2019 Year 2019
Trip Advisor Organizer:
Tanggal: Trip Advisor
Warta Ekonomi Warta Ekonomi
12 April 2019 Date:
Tanggal: Date:
April 12, 2019
15 Maret 2019 March 15, 2019
HRD
Top Notch In-Flight Entertainer Top Notch In-Flight Entertainer
Nama Penghargaan: Name of Award: Acara: Event:
The Positive Organization for Its The Positive Organization for Its Aviation Industry Awards Asia Aviation Industry Awards Asia
Achievement in Implementing Achievement in Implementing 2019 2019
Positive Organization Dimensions Positive Organization Dimensions Penyelenggara: Organizer:
Acara: Event: AIR Convention Asia AIR Convention Asia
Positive Organization Award 2019 Positive Organization Award 2019 Tanggal: Date:
Penyelenggara: Organizer: 3 Mei 2019 May 3, 2019
SWA Media dan AP2i (Asosiasi SWA Media and AP2i (Asosiasi
SERTIFIKASI
Psikologi Positif Indonesia) Psikologi Positif Indonesia)
Sertification
Tanggal: Date:
28 Maret 2019 March 28, 2019 Jenis Sertifikasi:
Air Operator Certificate
OPERATION
Validasi:
Nama Penghargaan: Name of Award: 11 Juni 2019- 11 Juni 2021
The Best OTP in 5 star airline The Best OTP in 5 star airline Penerima Sertifikasi:
(91.6%) (91.6%) Garuda Indonesia
Acara: Event: Dikeluarkan Oleh:
On Time Performance (OTP) Star On Time Performance (OTP) Star Kementerian Perhubungan – Direktorat Jenderal Perhubungan Udara
Rating Rating
Official Airline Guide (OAG) Flight Official Airline Guide (OAG) Flight
View View
Tanggal: Date:
27 Juni 2019 June 27, 2019
SERVICE
The Best Airline in Indonesia The Best Airline in Indonesia
Acara: Event:
Trip Advisor 2019 Travellers Trip Advisor 2019 Travellers
Choice Awards Choice Awards
Trip Advisor Trip Advisor
Tanggal: Date:
12 April 2019 April 12, 2019
The Best Regional Business Class The Best Regional Business Class
Asia Asia
Acara: Event:
Trip Advisor 2019 Travellers Trip Advisor 2019 Travellers
Choice Awards Choice Awards
Trip Advisor Trip Advisor
Tanggal: Date:
12 April 2019 April 12, 2019

NAMA DAN ALAMAT ENTITAS ANAK, ENTITAS CUCU,
ENTITAS
NAMA DAN ALAMAT ASOSIASI,
ENTITAS ANAK, KANTOR
ENTITAS CUCU, CABANG
ENTITAS ASOSIASI, KANTORDAN
CABANGLAINNYA
DAN LAINNYA
Name and Address of Subsidiaries, Second-Tier Subsidiaries, Associated Entity, Branch Offices, and Othe
Name and Address of Subsidiaries, Second-Tier Subsidiaries,
Associated Entity, Branch Offices, and Others
ENTITAS ANAK | SUBSIDIARIES

PT Aero Wisata PT Sabre Travel Network Indonesia
Aerowisata Building, Jl. Prajurit KKO Usman dan Harun No. 32 Jakarta Pusat, Jl. Mampang Prapatan Raya No.93 Jakarta
10410 Telepon: (+62 21) 27535399
Telepon: (+62 21) 2310002 Fax: (+62 21) 27535335
Fax: (+62 21) 2310003 Email: www.sabretn.co.id
PT Garuda Maintenance Facility Aero Asia Tbk PT Aero Systems Indonesia
Gedung Manajemen Bandara Internasional Soekarno – Hatta P.O Box 1303, Gedung Garuda Lt. 1 Jl. Gunung Sahari Raya No. 52 Kel. Gunung Sahari
BUSH, 19130, Cengkareng Selatan, Kec. Kemayoran Jakarta Pusat
Telepon: (+62 21) 5508717/8727/8737 Telepon: (+62 21) 29356070
Fax: (+62 21) 5503555 Fax: (+62 21) 29356071
Email: www.asyst.co.id
PT Citilink Indonesia Garuda Indonesia Holiday France SAS
Gedung Support Management GM Area Perkantoran Bandara Internasional 255, rue Saint-Honore_ 75001, Paris
Soekarno Hatta Tangerang - Indonesia Telepon: (+33) 186215223
Telepon: (+62 21) 29341000 Email: www.garudaholiday.fr
Email: www.citilink.co.id
ENTITAS CUCU | SECOND-TIER SUBSIDIARY

PT Aero Globe Indonesia (d/h) PT Biro Perjalanan Wisata Satriavi PT Mirtasari Hotel Development
Aerowisata Building, Jl. Prajurit KKO Usman dan Harun No.32, Jakarta Pusat 10410 Aerowisata Buildings Lantai 1, Jl. Prajurit KKO Usman dan Harun No. 32,
Telepon: (+62 21) 2310006 Jakarta
Fax: (+62 21) 2302777 Telepon: (+62 21) 34533111
Email: www.aerotravel.co.id Email: info@aerowisatahotels.com
PT Aerohotel Management PT Aerofood Indonesia (d/h)
Wisma Bumiputera Lantai 14, Jl. Sudirman Kav. 75, Jakarta PT Angkasa Citra Sarana Catering Service
Telepon: (+62 21) 5276854 Aerofood ACS Building, Po Box 1023, Soekarno Hatta Internasional
Email: www.aerowisatahotels.com/management Airport Tangerang - Indonesia
Telepon: (+62 21) 5501750
Email: www.aerofood.co.id
PT Bina Inti Dinamika PT Aerotrans Services Indonesia (d/h)
Aerowisata Buildings Lantai 1, Jl. Prajurit KKO Usman dan Harun No. 32, PT Mandira Erajasa Wahana
Jakarta Gedung Aerotrans Jl. Husein Sastranegara No.2 Tangerang
Telepon: (+62 21) 34533111 Telepon: (+62 21) 5412280
Email: info@aerowisatahotels.com Fax: (+62 21) 5412276
Email: www.aerotrans.co.id
PT Belitung Intipermai PT Senggigi Pratama Internasional
Aerowisata Buildings Lantai 1, Jl. Prajurit KKO Usman dan Harun No. 32, Aerowisata Buildings Lantai 1, Jl. Prajurit KKO Usman dan Harun No. 32,
Jakarta Jakarta
Telepon: (+62 21) 34533111 Telepon: (+62 21) 34533111
Email: info@aerowisatahotels.com Email: info@aerowisatahotels.com
PT Aerojasa Perkasa PT Aerojasa Cargo
Aerowisata Parks, Jl. Prof. Dr. Soepomo No. 45, Jakarta Selatan Aerowita Parks, Jl. Prof. Dr. Soepomo No. 45, Jakarta Selatan
Telepon: (+62 21) 83702563 Telepon: (+62 21) 83702563
Garuda Orient Holidays Korea Pty, Ltd. Garuda Orient Holidays Japan Pty, Ltd.
Namdaemun – ro 40, Center Place Bldg 7th, Seoul, Korea 100-0005 2/F, Kokusai Building, 3-1-1, Marunouchi, Chiyoda-ku, Tokyo,
Telepon: (+822) 37890831 Japan
Email: www.garudaholidays.kr Telepon: (+81) 352885672
Email: www.garudaholidays.jp
PT Garuda Indonesia Air Charter PT GIH Indonesia
Jl. Prajurit KKO Usman dan Harun No. 32, Jakarta Pusat, DKI Jakarta 10410 Aerowisata Building, Jl. Prajurit KKO Usman dan Harun No.32, Jakarta
Pusat 10410
Telepon: (+62 21) 2310006
Fax: (+62 21) 2302777
Email: www.aerotravel.co.id
PT Citra Lintas Angkasa PT Garuda Tauberes Indonesia
Jl. Abdul Rahman Saleh No.98, Husen Sastranegara, Cicendo, Bandung Gedung Garuda Indonesia Gunung Sahari, Jl. Gunung Sahari Raya No. 52,
Email: www.citralintasangkasa3.blogspot.com Jakarta 10610
Telepon: (+62 21) 5508717/8727/8737
Fax: (+62 21) 5503555
PT Garuda Energi Logistik Komersial PT Garuda Daya Pratama Sejahtera
Jl. Prajurit KKO Usman dan Harun No.32, Jakarta Pusat, DKI, Jakarta 10410 Tangerang City Business Park Blok F No. 32 Jl. Jendral Sudirman No.1
Email: www.gelk.co.id Tanah Tinggi Tangerang, Banten
Email : www.garudapratama.com

NAMA DAN ALAMAT ENTITAS ANAK, ENTITAS CUCU, ENTITAS ASOSIASI, KANTOR CABANG DAN LAINNYA
Profil Perusahaan
Company Profile
ENTITAS ASOSIASI ASSOCIATED ENTITY

PT Gapura Angkasa PT Aeroprima
Gedung Dapendra Lantai 1 – 3 Blok B-12 Kav. 8 Kemayoran - Jakarta Jl. Marsekal Surya Darma, Pengundangan Bandara Mas D
Telepon: (+62 21) 6545410 Selapajang Jaya Neglasari, Kota Tangerang - Banten
Fax: (+62 21) 6545408 Telepon: (+62 21) 55916227
Email: www.gapura.id Email: ops@flyptapi.com
PT Aeronurti Catering Services
Hang Nadim International Airport, Batam - Indonesia
Telepon: (+62 778) 761 431
Fax: (+62 778) 761 586
Email: anshary@gmail.com
KANTOR CABANG DOMESTIK DOMESTIC BRANCH OFFICES

Grand Indonesia Office Alamat | Address
Jl. Philip Latumahina, Ruko Pardeis, Ambon 97127

Bandara Pattimura, Jl.Dr.Leimana Laha Ambon
Ambon
Jl. Dr.Leimena - Tawiri, Laha - Ambon
Mall Ambon City Center Lt. 2, Jalan Woltermongensidi, Baguala, Ambon
Jl. Jend. Sudirman Blok H1 No.23-24, Damai, Balikpapan Kota, Kota Balikpapan, Kalimantan Timur 76114
Bandara Internasional Sultan Aji Muhammad Sulaiman Sepinggan Balikpapan,Jl. Marsma R. Iswahyudi, Sepinggan,
Balikpapan Sel., Kota Balikpapan, Kalimantan Timur 76115
Balikpapan
Hotel Novotel, Jalan Brigjen Ery Suparjan No. 2, Klandasan Ulu, Kota Balikpapan, Kalimantan Timur 76112
Gerai Petung (Ppu), Jl. Penajam - Kuaro No.1d, Giri Mukti, Penajam, Kabupaten Penajam Paser Utara, Kalimantan Timur 76141
So Samarinda, Bukit Alaya Junction Ld-01, Kecamatan Sungai Pinang Kota Samarinda
Jl. Teuku Imum Lueng Bata No. 78 Banda Aceh
Banda Aceh
Sultan Iskandar Muda International Airport
Prama Grand Preanger Hotel, Jl. Asia Afrika No. 81 Bandung
Husein Sastranegara International Airport, Jl. Pajajaran No. 156 Bandung
Bandung Grand Tryas Hotel, Jl. Tentara Pelajar No. 103-107, Cirebon
Ruko Cikarang Central City Blok A no 7, Jalan Raya Cibarusah Cikarang Selatan
Ruko Barcelona, Jl. Palem Raja Raya no 80 Palem Semi, Cibodas, Tangerang
Jl. Hm Hasanuddin No. 31, Banjarmasin, Kalimantan Selatan
Banjarmasin Bandara Syamsudin Noor
Jl. N A. Yani Km 38,5 Ruko No. 6 Kel/Desa Jawa, Kecamatan Martapura, Kabupaten Banjar, Kalimantan Selatan, 70614
Hotel Santika 1st Floor, Jl. Letjen S.Parman 15, Banyuwangi
Banyuwangi
Banyuwangi International Airport, Jl.Agung Wilis Kec.Rogojampi, Banyuwangi
Grands i-Hotel, 1st Floor, Jl. Teuku Umar, Bukit Nagoya, Batam
Batam
Hang Nadim International Airport, Jl. Hang Nadim No. 1, Batu Besar, Nongsa, Batam
Bencoolen Indah Mall Blok 6D, Jl. Putri Gading Cempaka, Penurunan, Ratu Samban, Bengkulu
Bengkulu
Fatmawati Soekarno Airport, Jl. Raya Padang Kemiling
Hotel Derawan Indah, Jl. N Panglima Batur No. 396 , Tanjung Redeb Berau Kaltim
Berau
Bandara Kalimarau Berau Jl. Silo, Tanjung Redeb
Jl. Jend. Sudirman No. 3 Biak
Biak Bandara Frans Kaisiepo, Jl. Muh.Yamin No.2 Biak – Papua
Jl. Jend Sudirman, Serui
Bima Jl. Soekarno Hatta No. 58, Monggonao Mpunda, Kota- Bima, West Nusa Tenggara
Jl. Sugianyar No. 5, Denpasar
Rukan Golf Arcade Sanur, Jl. By Pass Ngurah Rai No. 126
Denpasar
Hotel Kuta Paradiso, Jl. Kartika Plaza, Kuta, Badung.
Domestic Departure Terminal, Ngurah Rai Airport

Dompu Jl. Soekarno Hatta No. 7 - Dompu, NTB

Gorontalo Business Park, Jl. Sultan Botutihe Blok A-9 Gorontalo 96114
Gorontalo
Airport Office, Djalaluddin Airport , Terminal
Gunung Sitoli Bandara Binaka KM 19,5, Jl. Pelabuhan Udara, Gunung Sitoli
Emporium Pluit Mall No. UG-36 and UG-37, Jl. Pluit Selatan Raya, North Jakarta
Garuda Indonesia Building, Jl. Gunung Sahari Raya No. 52, Jakarta
Garuda Indonesia Gallery: Senayan City 6th Floor Jl. Asia Afrika Lot. 19, Jakarta
Graha Rekso Building, Ground Floor, Jl. Boulevard Artha Gading Kav. A1, Sentra Bisnis, Artha Gading
Horison Hotel, Mall Metropolitan, Jl. K. H. Nur Ali, Bekasi
Borobudur Hotel Jakarta, Jl. Lapangan Banteng Selatan No.1, DKI Jakarta
Jakarta Living World Alam Sutera, 1st Floor Unit 1-2, Jl. Alam Sutera Boulevard Kav 21 North Serpong, Tangerang
Mall Bintaro Xchange, LG Floor 112 Boulevard, Bintaro Jaya Sektor VII Tangerang 15227
Mall PIK Avenue, 2nd Floor, Unit 2F-B2, Jl. Pantai Indah Avenue Boulevard, Kamal Muara, Penjaringan, North Jakarta
Mall Kota Kasablanka, 1st Floor No. 159, Jl. Kasablanca Raya Kav 88 South Jakarta
Pondok Indah Mall I, Jl. Metro Duta Niaga Blok V, Ground Floor 60 B, Pondok Indah, Jakarta
Puri Indah Mall, Ground Floor, Unit KC 10, Jl. Puri Agung, West Jakarta
Mall Botani Square, Ground Floor No.12, Jl Raya Pajajaran Bogor
Abadi Suite Hotel & Tower, Jl. Prof. HMO Bafadhal No. 111
Jambi Sultan Thaha Airport, Jl. Soekarno-Hatta No. 1, Jambi
Jl. Lintas Jambi Muara Bulian Km 14, Mendalo Darat, Jambi Luar Kota, Muara Jambi
Kompleks Ruko Pasifik Permai Blok G 11-12 , Jayapura
Saga Mall Ground Flour, Jl. Raya Abepura, Kotaraja, Jayapura
Jayapura Komplek ruko pasifik permai blok G 11-12, Jayapura
Sentani International Airport, Jayapura
Komplek Ruko, Jl. Flavouw No. 113, Sentani, Jayapura
Kediri Hotel Grand Surya Kediri, Jl. Dhoho 95, Kediri, Jawa Timur
Kendal Ruko Kawasan Industri Kendal (KIK) Jln wanamarta raya C-A ruko abtb blok II-M
Ahmad Yani Square, Jl. Ahmad Yani No.4, Kendari
Kendari
Haluoleo Airport
Klaten Hotel Grand Tjokro, Jalan Pemuda Selatan 42, Klaten 57412
Kudus Griptha Hotel Lobby Floor, Jl. AKBP R. Agil Kusumadya, Kudus
Jl. Adi Sucipto, El Tari Kupang International Airport
Kupang Jl. WR. Monginsidi Komplek Ruko Lontar Permai Blok B/37 Kupang-Nusa Tenggara Timur
Jl. Tompello No. 09 Kel. Oetete, Kec. Oebobo, Kota Kupang
Jl. Yohanes Sehadun, Komplek Ruko Hotel Exotic Komodo
Labuan Bajo
Bandara Komodo , Labuan Bajo
Jl. Wolter Monginsisdi 267/24, Bandar Lampung
Lampung
Raden Inten II Airport, Jl. Branti Raya Tromol Pos No. 1, Tanjung Karang
Madiun Jl. KH.Agus Salim No.55B, Pandean Taman, Madiun
Magelang Jl. A. Yani, Ruko A3 No.3, Armada Estate, Kota Magelang
Jl. Slamet Riyadi No. 6 Makassar
Bandara Internasional Sultan Hasanuddin
Makassar Mall Trans Studio Makassar
Jl. Poros Makassar - Maros Km. 21 No. 6 Bulu-Bulu, Maros Sulawesi Selatan
Kantor Pusat PT Semen Tonasa, Lantai Dasar Kel Bontoa, Kec. Minasatene, Kab Pangkep, Sulawesi Selatan
Hotel Savana, Jl. LetJen Sutoyo No. 32 – 34, Malang, Jawa Timur
Malang
Bandar Udara Abdulrachman Saleh, Jl. Lettu Udara Soewoto

Profil Perusahaan
Company Profile
Mamuju Bandar Udara Tampa Padang Jl. Poros Mamuju Kaluku Km, 31 Mamuju
Jl. Sam Ratulangi No. 212
Manado Sam Ratulangi International Airport
Jl. Arnold Mononutu, Airmadidi atas lingkungan ix, Airmadidi, North Minahasa
Jl. Majapahit No. 2 Ampenan, Mataram - Lombok
Mataram Lombok International Airport, Area Perkantoran Airline Lt. Dasar, Praya, Lombok Tengah
Jl. Jaya Lengkara A.3 Babakan Sandubaya, Mataram - Lombok
Maumere Jl. Moa Toda No. 9, RT. 007 / RW. 002, Kota Baru Alok Timur - Kabupaten Sikka
Jl. Dr. Wolter Monginsidi No. 34 A Inna Dharma Deli Hotel Medan, Jl. Balai Kota No. 2
Medan Komplek Pertokoaan Haji Anif, Jl. H. Anif No. 47
Departure Hall, Kualanamu International Airport
Jl. Raya Mandala No. 45.5 Merauke, Papua
Check Majalah Coulours
Merauke Check Majalah Coulours
Bandara Mopah, Jl. N PGT No. 1 Desa Rimba Jaya Kec. Merauke, Papua
Jl. Brawijaya No. 20, Merauke
Jl. Pemuda No. 16 Nabire, Papua
Nabire/NBX
Bandara Douw Aturure, Jl. Sisigamangaraja, Papua, Nabire
Jl. Jend. Sudirman No. 2
Padang
Minangkabau International Airport, Ground Floor
Jl. Imam Bonjol No. 19, Ruko Kav 2-3, Palangkaraya, Kalimantan Tengah
Palangkaraya Tjilik Riwut Airport, Palangkaraya
Jl. Ahmad Yani No. 08, Kuala Kapuas, Kabupaten Kapuas, Kalimantan Tengah
Jl. Kapten A. Rivai No. 35, Ilir Timur ,30129 , Palembang

Palembang
Kantor Maskapai Lt. II Bandara Sultan Mahmud Badaruddin II Palembang
Jl. Moh. Hatta No.6
Palu
Bandara Mutiara Sis Aljufrie, Jl.Abdul Rahman Saleh Palu
Pangkal Novotel Hotel, Jl. Soekarno Hatta Km 5, Pangkal Pinang

Pinang Departure Hall, Depati Amir Airport, Pangkal Pinang
Pekalongan Lobby Dafam Hotel, Jl. Urip Sumoharjo No.53 Pekalongan
Jl. Jend. Sudirman No. 343, Pekanbaru
Pekanbaru Jl. Karet 98, Kelurahan Kota Baru, Kecamatan Pekanbaru Kota
Sultan Syarif Kasim II International Airport, Jl. Perhubungan, Simpang Tiga
Pinangsori Dr FL Tobing Airport, Jl. Bandara Pinangsori, Central Tapanuli, North Sumatra
Jl. Rahadi Usman No. 8a
Bandara Supadio, Pontianak
Pontianak
Mercure Hotel, Lt.1 Jl.Ahmad Yani No.91
Jl. Safioeddin No. 55c, Rt 001 Rw 001 Pasiran, Singkawang, Kalimantan Barat
Ruko Permai No.7, Jl. Parang Tritis KM 3.5, Saman, Bangunharjo, Sewon, Bantul, Yogyakarta-55188
Purwokerto
Main Lobby Hotel Aston Imperium, Jln Overste Isdiman No. 33 Purwokerto.
Bandar Udara Pangsuma, Jl. Adisucipto, Putussibau, Kode Pos 78711, Kalimantan Barat
Putussibau
Jl. Ks Tubun No 7a Putussibau Telp. 0567-21870 Kode Pos 78711 Kalimantan Barat
Salatiga Lobby Hotel Laras Asri Resort & Spa, Jl. Sudirman No. 335 Salatiga - Jawa tengah.
Jl. Jend Ahmad Yani No. 142 Semarang
Semarang
Ahmad Yani International Airport Semarang
Sibolga Hotel Wisata Indah, Jl. Brigjen Katamso No. 51, Sibolga, North Sumatra

Jl. Veteran No.242, Tipes, Serengan, Surakarta 57154

Solo
Bandara Adi Sumarno, Jl. Bandara Adisumarmo, Surakarta 57108
Jl. Srigunting Kompleks Ruko Hotel City View, Sorong Papua Barat
Sorong
Bandara Domine Edward Osok, Jl.N Basuki Rahmat Km 8 Sorong Papua Barat
Sumbawa Bandar Udara Sultan Muhammad Kaharuddin III, Jl. Garuda 41, Sumbawa Besar
Graha Bumi Surabaya Lt. 1, Jl. Basuki Rachmat 126-128
Surabaya Juanda International Airport Terminal 2, Jl. Ir. H. Juanda, Sidoarjo
Pakuwon Mall, 2nd Floor Unit 22A, Jl. Puncak Indah Lontar No.2, Surabaya
Tambolaka Jalan Bandara Tambolaka, Ruko Galaxy Bakery, Tambolaka, Sumba Barat Daya
Tanjung Billiton Hotel & Club, Jl. Depati Gegedek, Tanjung Pandan, Belitung 33411
Pandan H.A.S. Hanandjoeddin International Airport, Buluh Tumbang, Belitung
Tanjung Raja Haji Fisabilillah Airport, Jl. Adi Sucipto KM.12

Pinang CK Tanjungpinang Hotel, Jl. RH Fisabilillah No. 10 KM. 8
Ruko Jatiland Business Center, Jl. Boelevard Raya No. 43, Ternate
Ternate Bandara Sultan Babullah
Jl. Ar. Nada, Desa Gosoma, Tobelo, Kab. Halmahera Utara, Telp 0924-2622261
Jl. Budi Utomo No. 652-653, Inauga, Mimika Baru

Timika
Mosses Kilangin Airport Jl. Freeport Timikia
Shopping Arcade Royal Ambarrukmo Hotel, Jl. Laksda Adisucipto No.81, Yogyakarta, 55281
Yogyakarta
Bandara Adi Sudjipto, Jl.Solo Km 9
KANTOR CABANG INTERNASIONAL INTERNATIONAL BRANCH OFFICES

World Office Alamat | Address
AUSTRALIA / www.garuda-indonesia.com/au
Melbourne Level 1, 30 Collins Street Melbourne VIC 3000
Perth Ground Floor, 16 St Georges Terrace, Perth WA 6000
Sydney SUITE 1100, LEVEL 3 Sydney International Terminal Mascow NSW 2020
CHINA / www.garuda-indonesia.com/cn
Beijing 209, 2F China Life Tower, 16 Chaowai St. Chaoyang Distr Beijing China
Chengdu Room 1505 North Tower, Poly Center No. 7, Lingshiguan Road, Wuhou District, Chengdu 610042, China
Guangzhou Unit No. 903-904, Main Tower, Guangdong Intl Building. No.339 Huanshi Dong Lu, Guangzhou, 510098, P.R.China
Shanghai Unit GHI,23F, Huamin Empire Plaza, 726 Yan AnRoad(W), Shanghai 200050 China
Xi’an Airport #0B026, Basement 1 of Terminal 2, Xianyang International Airport, Xi’an
Zhengzhou Room 097 Building10-1, Shouzuo Intl. Plaza, No.9 Shangcheng Road, Jinshui District, Zhengzhou,China
HONGKONG
Hongkong 21/F, Lee Garden Six, 111 Leighton Road, Causeway Bay, Hong Kong
INDIA
Mumbai 510/511, 5th Floor, Nirman Kendra, DR. E. Moses Road, Near Famous Studio Mahalaxmi, Mumbai 400011, India
JAPAN / www.garuda-indonesia.com/jp
Osaka 4F OCAT Bldg, 1-4-1 Minatomachi, Naniwa-ku, Osaka 556-0017
Tokyo Shin Tokyo Bldg. 3-3-1, Marunouchi, Chiyoda-ku, Tokyo
SOUTH KOREA
Seoul 7F Center Place BLD. 40, Namdaemun-ro 9gil Jung-gu, Seoul, Korea
MALAYSIA
Lot C-17, Block C, Malaysia Airlines Berhad,Advance Cargo Centre, Klia Free Commercial Zone,Klia Cargo Village, Kuala Lumpur
Kuala Lumpur
International Airport,6400, Sepang, Selangor, Malaysia

Profil Perusahaan
Company Profile
THE NETHERLANDS / EUROPEAN COUNTRIES / www.garuda-indonesia.com/nl

Amsterdam WTC Schiphol, B-Tower, 7th Floor, Schiphol Boulevard 177, 1118 BG Schiphol Airport.
SINGAPORE / www.garuda-indonesia.com/sg
Singapore 105 Airport Cargo Road,SATS Airfreight Terminal 2, Core E,#02-227, Singapore 819462
THAILAND /
1168/77 Lumpuni Tower, 27th Floor, Rama IV Road, Thungmahamek Sathorn, Bangkok 101120.
Bangkok
BFZ Building, Cargo Freezone Suvarnabhumi Airport, Room 502, 5th Floor, 999 Racha Thewa, Bangplee, Samutprakarn 10540
UNITED KINGDOM
London Building 550, Shoreham Road East, Heathrow Airport, Hounslow, Middlesex, TW6 3UA, United Kingdom
CANADA / AIR WORLD INC.

Toronto 5915 Airport Road, #830 Mississauga Ontario L4V1T1
Vancouver 1030 W. Georgia St, Suite 1214 Vancouver BC V6E2Y3
CHINA / CHINA MAINLAND MEGACAP AVIATION CO. LTD.
Shanghai Unit 19 J1-2, Shanghai Zhaofeng Universal Building No. 1800 Zhongshan Road West Shanghai 200235, China
Room 1505, North Tower, Chengdu Poly Plaza, No. 7 Lingshiguan Road, Wuhou District, Chengdu, Sichuan Province, 610000,
Chengdu
China
GSA Call Center, Room 502, Main Tower, No. 339, Huanshi Road East, Guangdong International Building, Guangzhou,
Guangzhou
Guangdong Province, 510060, China
Wuhan Room 1409, United International Tower, No. 609, Luoyu Road, Hongshan District, Wuhan, Hubei Province, 430070, China
INDIA / BIRD TRAVELS PRIVATE LIMITED
New Delhi E-9, Connaught House, Connaught Place, New Delhi 110001
Shapoorji Towers, No. 5-9-22/A & 1B, Ground Floor, Shapoorwadi, Adarsh Nagar. Beside British Library, Opp BSNL Adarshnagar
Hyderabad
Office, Hyderabad 500063
Kolkata Crescent Tower, Suite No. 2F, 229AJC Bose Road. Kolkota, India 700020
Punjab 39 A, Alfa Estate Building, G.T. Road, Jalandhar 144001, Punjab
Chennai 42, 2nd Floor, Sindur Plaza, Door No 1 Montieth Road, Egmore, Chennai - 600 008, India
Mumbai 510/511, 5th Floor, Nirman Kendra, Dr. E. Moses Road, near Famous Studio, Mahalaxmi, Mumbai 400011
Bangalore No. 138B, 1st Floor, Brigade Gardens, Church Street, Bangalore - 560001
KUWAIT / CAESAR TRAVEL GROUP
Kuwait Al Safat Center, 4th Floor Al Shuheda Street PO Box 28229 Safat 13056, Kuwait
LAOS / TRANS-EXPRESS CO., LTD
Laos 36/10-12 Samsenthai Road, Ban Haysoke, Vientiane, Laos PDR, PO Box 4816
NEW ZEALAND
Auckland Level 9, Huawei Centre, 120 Albert Street, Auckland 1010
PHILIPPINES / AIRESOURCES, INC.
Manila Airesources, Inc. - GSA Philippines 4/F The Pilgrim’s Centre 758 P. Ocampo Street Malate Manila 1004
QATAR / CONTINENTAL TOURISM NETWORK
Doha Building 2, OFFICE 1-3 Thani Bin Abdulla Complex C-Ring Road Near VIP Clock R/A Doha. Qatar
SAUDI ARABIA / MANSOUR AL MOSAID
Makkah Al
Mansour Commercial Center PO Box 41121, Mekkah Saudi Arabia
Mukkaramah
Jeddah
1st Floor No. 25-26 City Center, Madina Road PO Box 11727 Jeddah 21463 Kingdom of Saudi Arabia
/Madinah
SRI LANKA / NORTH SOUTH LINES (PVT) LTD
Sri Lanka 400 Deans Road Colombo 10, Sri Lanka
TAIWAN
Taipei Global Aviation Service 4F-1, No. 194, Zhouzi St, Neihu Dist, Taipei 11493, Taiwan (R.O.C.)

UNITED ARAB EMIRATES

Abu Dhabi PO Box No. 278, Maidan Al Ittihad Street, Abu Dhabi, Uni Arab Emirate
Dubai Sharaf Travel PO Box 21593, Khalid Bin Waleed Road, Dubai, UAE
U.S.A. / AIR WORLD INC.
Los Angeles 16250 Venture Boulevard - Suite 115 Encino, CA. 91436, USA
Chicago 1111 E. Touhy Ave. Ste 232 Des Plaines, IL 60018
Houston 3033 Chimney Rock Road #307 Houston TX 77056
New York 1385 Broadway Street #605 New York, NY 10018
VIETNAM / TRANSVIET TRAVEL GROUP
Ho Chi Minh City 3rd Floor, Travel House Building, 170-172, Nam Ky Khoi Nghia Street, District 3, Ho Chi Minh City
Hanoi 4th Floor, Dao Duy Anh Building, 9 Dao Duy Anh Street, Dong Da District, Hanoi
PASSENGER SALES AGENT (PSA)

Office Alamat | Address
PAKISTAN PAKISTAN QUANTUM AVIATION

C-42 Off Shahra-e-Faisal, Mehmood Hussain Rd, Karachi 75400, Pakistan
GARUDA INDONESIA CARGO REGIONAL

OFFICES
Office Alamat | Address
Jakarta Garuda Indonesia Building, Jl. Gunung Sahari Raya No. 52 Jakarta Pusat
Makassar Graha Pettarani Building, 1st Floor, Jl. A.P. Pettarani No. 45-49, Makassar
CARGO SERVICE CENTRE (CSC)

No. Kota | City Alamat | Address
Cargo Terminal Area, Pattimura Ambon Airport, Jl. Doktor Leimena, Laha, Ambon
1 Ambon
Jl. Raya Pattimura No. 20, Ambon
Sultan Aji Muh. Sulaiman International Arirport, Jl. Marsma R. Iswahyudi, Sepinggan
2 Balikpapan
Komp. Ruko Balikpapan Permai, Jl. Jend. Sudirman Blok G1 No. 7, Balikpapan
3 Banda Aceh Sultan Iskandar Muda Aceh International Airport
Jl. Abdurrahman Saleh No. 62, Bandung
4 Bandung Jl. Terusan Al-Fathu Ruko Bale Sancaka Blok B No. 1, Soreang. West Java
Jl. Batununggal Indah II No. 48 Ruko RD - 36, Bandung
Plaza Mitra Building Complex, 1st Floor, Blok A No. 2 Jl. Pangeran Antasari, Banjarmasin
5 Banjarmasin Jl. HM Hasanuddin No. 31, Banjarmasin
Cargo Terminal Area, Syamsudin Noor Airport, Jl. Landasan Angkasa Ulin
Jl. Nasional Banyuwangi - Jember, Pakistaji Kabat, Banyuwangi
6 Banyuwangi
Banyuwangi Blimbingsari Airport
7 Batam Hang Nadim International Airport, Cargo Office Building, G 05
8 Bengkulu Fatmawati Soekarno Bengkulu Airport
9 Berau Cargo Terminal Area, Kalimarau Berau Airport
10 Biak Frans Kaisiepo Aiport, Jl. Muh Yamin No. 2, Biak, Papua
Jl. Soekarno Hatta No. 1F, Pane, Rasanae Barat, Bima
11 Bima
Sultan Muhammad Bima Airport

Profil Perusahaan
Company Profile
Domestic Cargo Area, Ngurah Rai Denpasar Airport
Jl. Sugianyar No. 5, Denpasar
12 Denpasar Jl. Ikan Tuna 3 No. 1, Area Regulated Agent (RA) Benoa Port
Jl. Mahendradata Utara, Ruko Waterpark Square Citraland
Jl. Gunung Andakasa No. 30, Denpasar Barat, Bali
13 Gorontalo Jalaluddin Gorontalo Airport
14 Gunung Sitoli Binaka Airport, Gunung Sitoli, Nias
Foresta Business Loft 1 No. 6, Jl. BSD Raya Utama, Pagedangan, Tangerang, Banten
Ruko Galaxy Tajur No. 59B, Jl. Raya Tajur, Bogor
Blok B Tanah Abang 10th Floor, Jl. KH Fachrudin, Tanah Abang, Central Jakarta
Jl. Gunung Sahari 1 No. 52, 1st Floor, Senen, Central Jakarta
Jl. Raya Bogor KM 31 No. 61, Cisalak, Sukmajaya, Depok
Jl. Raya Inspeksi Saluran Kalimalang No. 333, Kalimalang, East Jakarta
Jl. Kebon Jeruk Raya No. 17, West Jakarta
Tangcity Business Park Blok D/2, Cikokol, Tangerang
Office Sector VII Blok RL No. 19, Jl. Raya Pahlawan Seribu BSD City, South Tangerang Selatan
Aerowisata Park, Jl. Prof. Dr. Soepomo No. 45, Tebet, Jakarta
15 Jakarta Jl Palem Raya Selatan No. 9, Karawaci, Kelapa Dua, Tangerang
Jl. Pasar Laris Kosambi, Jl. Kresek Raya, Blok L1, Duri Kosambi, Cengkareng, West Jakarta
Jl. Hasyim Ashari No. 48, Cipondoh, Tangerang, Banten
Jl. Danau Sunter Barat A-3, No. 40 Sunter, Agung Podomoro, Jakarta
Ruko Grand Bintaro Blok B9, Jl. Bintaro Permai Raya No. 1, Bintaro, Pesanggrahan, South Jakarta
Jl. Raya Halim Perdana Kusuma, Kebon Pala, Makasar, East Jakarta
Jl. Thamrin Boulevard, Kebon Melati, Tanah Abang, Jakarta Pusat
Komplek Gedung 528, Terminal Cargo, Soekarno-Hatta Airport, Cengkareng, Tangerang
Ruko 88, Jl. Halim Perdana Kusuma RT 1/RW2, Kelurahan Jurumudi, Kecamatan Benda, Tangerang
Jl. Bambu Runcing No. 2, Margamulya, North Bekasi
Terminal Cargo Lot. 16, Bandara Soekarno-Hatta, RT 01/RW 10, Pajang, Benda, Tangerang
Sultan Thaha S Jambi, Jl. Soekarno-Hatta No. 1, Jambi

16 Jambi
Jl. Hayam Wuruk Jelutung, Jambi
Cargo Terminal Sentani Airport, Jl. Yabaso, Jayapura
17 Jayapura Jl. Raya Argapura No. 38, Jayapura, Papua
Jl. Perum Puri Gardenia, Blok Numbai No. 1, Abepura, Jayapura
18 Jember Notohadinegoro Airport, Jember
19 Kendari Haluoleo Kendari Airport, South East Sulawesi
20 Kupang Cargo Terminal El Tari, Kupang, Airport
21 Labuan Bajo Labuan Bajo Komodo Airport Area
22 Lampung Raden Inten II Airport Hotel Complex, Jl. Raya Natar KM. 21, Candi Mas, Natar, South Lampung
Jl. Slamet Riyadi No. 6, Makassar
23 Makassar Jl. Andalas No. 347, Makassar
Jl. Bandara Baru, Sultan Hasanuddin Airport, Makassar
Jl. Abdurrahman Saleh Ruko Taman Bandara Regency No. 4 - 5 Malang

24 Malang
Abdurrahman Saleh Malang Airport

Ruko Pasar Segar RA 12, Jl. Yos Sudarso Paal Dua, Manado
25 Manado
Sam Ratulangi Manado Airport
Cargo Warehouse Area, Lombok International Airport, Jl. Raya By Pass Tanak Awu - Praya
26 Mataram
Jl. Bung Karno Lingkungan Bukit Ngandang Pagutan Timur, Mataram, NTB
Jl. Karya No. 6, Kualanamu Araskabu, Deli Serdang, Medan
27 Medan Jl. Tanjung Morawa, Medan
Jl. Monginsidi No. 34A, Medan
28 Merauke Mopah Merauke Airport
29 Padang Minangkabau International Airport, Warehouse Business Unit Building, Room 102, Padang Pariaman
30 Palangkaraya Cargo Terminal Tjilik Riwut Palangkaraya Airport
31 Palembang Cargo Area Sultan Machmud Badaruddin I Airport, Jl. Akses Bandara Tanjung Api-api, Palembang
32 Palu Cargo Building Mutiara Sis Al Jufri Palu Airport, Jl. Abdul Rahman Saleh, Palu, Sulawesi
33 Pangkal Pinang Terminal Cargo Depati Amir Pangkal Pinang Airport
Terminal Cargo Sultan Syarif Kasim Airport, Pekanbaru

34 Pekanbaru
Jl. KH Ahmad Dahlan No. 139, Pekanbaru
35 Pinangsori Dr. Ferdinand Lumban Tobing Airport
36 Pontianak Cargo Terminal Supadio Airport, Cargo Building 2nd Floor, Jl. Arteri Supadio, Pontianak, West Kalimantan
Jl. A. Yani 142, Semarang

37 Semarang
Jl. Wanamartha Raya, Ruko Arcade By the Bay Block 2-M, Kendal Industrial Estate, Semarang
Warehouse International Adi Soemarmo Airport, Surakarta
38 Solo Jl. Dr. Rajiman No. 597, Solo
Jl. Sutan Syahrir, Solo
Jl. Perak Barat No. 51B, West Perak, Krembangan, Surabaya
Cargo Terminal Juanda International Airport, Jl. Ir. Juanda (T2) Blok D-E, Sidoarjo
39 Surabaya Ruko Taman Pinang Indah Blok BB 4-09, Bandarbendo, Sidoarjo
Jl. Medokan Ayu Rungkut, Surabaya
Ruko Grand Sungkono Blok D18 Jl. Raya Dukuh Kupang Barat I No. 49E, Surabaya
40 Samarinda Jl. Bukit Alaya, Komp. Alaya Junction Blok LD No. 1, Samarinda
Tamb
41 Tambolaka
olaka Airport, Jl. Angkasa No. 1, Rada Mata Sumba
42 Tanjung Pandan H A S Hanandjoeddin Airport, Tanjung Pandan
43 Tanjung Pinang Raja Haji Fisabilillah Airport, Tanjung Pinang
44 Tarakan Cargo Terminal Area, Juwata International Airport, Jl. Mulawarman No. 1, Tarakan
45 Ternate Babullah Ternate Airport
46 Timika Terminal Kargo Mozes Kilangin International Airport, Timika, Papua
Jl. Solo KM. 10 No. 20, Sorogenen Kalasan, Sleman

47 Yogyakarta
Jl. Yos Sudarsono No. 17, Kota Baru, Yogyakarta

INFORMASI PADA WEBSITE
Information on Website
Profil Perusahaan
Company Profile
Seluruh isi dalam situs telah mengacu

pada Peraturan Otoritas Jasa Keuangan (OJK) No. 8/POJK.04/2015
tentang Situs Web Emiten atau Perusahaan Publik.
The entire contents of the site have referred to the Financial Services Authority Regulation (OJK) No.
8/POJK.04/2015 on Website of Issuers or Public Companies
Garuda Indonesia telah menerapkan prinsip keterbukaan Garuda Indonesia has applied the principle of information
informasi. Untuk itu, Perseroan telah menyajikan informasi disclosure. Therefore, the Company has presented
secara transparan melalui website Perseroan www.garuda- information transparently through the Company’s website
indonesia.com. Seluruh isi dalam situs telah mengacu www.garuda-indonesia.com. The entire contents of the site
pada Peraturan Otoritas Jasa Keuangan (OJK) No. 8/ have referred to the Financial Services Authority Regulation
POJK.04/2015 tentang Situs Web Emiten atau Perusahaan (OJK) No. 8/POJK.04/2015 on Website of Issuers or Public
Publik. Berikut adalah informasi-informasi yang tersedia Companies. The following information is available on Garuda
dalam website Garuda Indonesia. Indonesia website.

Menu Pada Website | Menu on Website
Halaman Awal Pada halaman awal terdapat informasi mengenai promosi dan On the start page, there is information about the best
Homepage penawaran terbaik yang diberikan Garuda Indonesia kepada promotions and offers that Garuda Indonesia provides
customer. Penawaran tersebut meliputi special fare, potongan to customers. The offers include special fares, discounts,
harga, cashback, buy 1 get one, dan lainnya. Di samping cashback, buy 1 get one, and others. Furthermore, on the
itu pada halaman awal ini terdapat booking widget yang start page, there is a booking widget that contains a menu:
berisikan menu:
Book & Trip Book & Trip

Menu Book & Trip merupakan menu yang digunakan untuk Book & Trip menu is a menu used to search for Garuda
melakukan pencarian tiket pesawat Garuda Indonesia dan Indonesia and Citilink airplane tickets, hotels, and car rentals.
Citilink, hotel, dan rental car.
Check In Check In
Menu Check In merupakan menu yang digunakan untuk Check-In menu is a menu used to make online check-in
melakukan online check in mulai dari 24 jam sebelum starting from 24 hours before departure to 4 hours before
keberangkatan sampai 4 jam sebelum keberangkatan. Menu departure. This menu can be accessed via website and mobile
ini dapat diakses melalui website dan mobile apps. apps.
My Trip My Trip
Menu My Trip merupakan menu yang dapat digunakan oleh My Trip menu is a menu used by customers to make changes
customer untuk melakukan perubahan pada reservasinya. to their reservations. Changes made can be in regard of
Perubahan ini dapat berupa perubahan schedule, seat schedule changes, seat selection, special meal request, and
selection, special meal request, dan pembelian bagasi additional baggage purchase.
tambahan.
Flight Info Flight Info

Menu Flight Info berisikan informasi mengenai jadwal Flight Info menu contains information on flight schedules to
penerbangan dari dan ke berbagai destinasi Garuda Indonesia. and from various Garuda Indonesia destinations.
Trace Baggage Trace Baggage

Menu Trace Baggage merupakan menu yang memudahkan Trace Baggage menu is a menu that makes it easy for
customer dalam mengakses update informasi atas kehilangan customers to access information updates for lost items
barang milik customer. belonging to customers.
Tentang Garuda Indonesia Pada menu ini, terdapat informasi mengenai Profil On this menu, there is information about the Company Profile,
About Garuda Indonesia Perusahaan, Struktur Organisasi Perusahaan, Unit Bisnis Company Organization Structure, Strategic Business Unit,
Strategis dan Anak Perusahaan serta Garuda Indonesia Sales and Subsidiaries as well as Garuda Indonesia Sales Kit. In the
Kit. Dalam Profil Perusahaan terdapat informasi terkait Profil Company Profile, there is information related to the Profile of
Dewan Komisaris dan Direksi. Board of Commissioners and Board of Directors.
Procurement Online Pada menu ini, terdapat informasi mengenai sistem dan On this menu, there is information about the system and rules
aturan vendor. for vendors.
Hubungan Investor Menu ini berisikan: This Menu contains:
Investor Tata Kelola Peusahaan Good Corporate Governance
Informasi yang terdapat pada Tata Kelola Peusahaan adalah The information contained in Corporate Governance is
Implementasi Tata Kelola Perusahaan, Kebijakan Tata Kelola Corporate Governance Implementation, Corporate Governance
Perusahaan, Penilaian Tata Kelola Perusahaan, Aksi Korporasi, Policy, Corporate Governance Assessment, Corporate Action,
Keterbukaan Informasi, Rapat Umum Pemegang Saham serta Information Disclosure, General Meeting of Shareholders, and
Paparan Publik. Pada menu ini juga terdapat Piagam/Charter Public Expose. On this menu, there are also Charters of Board of
Dewan Komisaris, Direksi, Komite-komite, dan Unit Audit Commissioners, Board of Directors, Committees, and Internal
Internal serta terdapat Kode Etik. Audit Unit, as well as Code of Conduct.
Data Perusahaan Company Data

Informasi yang terdapat pada Data Perusahaan adalah The information contained in Company Data is Armada
Data Historikal Armada, Data Historikal Operasional, Data Historical Data, Operational Historical Data, Monthly
Operasional Bulanan, Peraturan Terkait serta Glosarium. Operational Data, Related Regulations, and Glossary.
Laporan Keuangan dan Presentasi Financial Statements and Presentation

Informasi yang terdapat pada Laporan Keuangan dan The information contained in the Financial Statements
Presentasi adalah Presentasi Perusahaan, Laporan Keuangan and Presentations are Company Presentations, Financial
serta Rekaman Analyst Meeting Quarterly. Statements, and Quarterly Analyst Meeting Records.
Laporan Tahunan & Laporan Berkelanjutan Annual Report & Sustainability Report
Informasi yang terdapat pada Laporan Tahunan & Laporan The information contained in the Annual Report &
Berkelanjutan adalah Laporan Tahunan Perseroan lebih dari 5 Sustainability Report is the Annual Report of the Company
(lima) tahun terakhir. over the last 5 (five) years.
Cakupan Analis & Rating Analyst Scope & Rating

Informasi Harga Saham Information On Share Price
Kontak Contact

PENDIDIKAN DAN/ATAU
PENDIDIKANDAN/ATAUPELATIHAN PELATIHAN
DEWANKOMISARIS, DEWAN
DIREKSI,KOMITE-KOMITE, SEKRETARISKOMISARIS,
PERUSAHAAN,DANUNITAUDITINTERNAL
DIREKSI, KOMITE-KOMITE,
Education and/or Training SEKRETARIS
Board of Commissioners, Board PERUSAHAAN,
of Directors, Committees, Corporate Secretary and DAN
Internal Audit Unit
UNIT AUDIT INTERNAL

Education and/or Training Board of Commissioners, Board of Directors, Committees,
Corporate Secretary and Internal Audit Unit
Profil Perusahaan
Company Profile
PENDIDIKAN DAN/ATAU PELATIHAN EDUCATION AND/OR TRAINING FOR

UNTUK DEWAN KOMISARIS BOARD OF COMMISSIONERS
Sepanjang tahun 2019, anggota Dewan Komisaris Garuda Throughout 2019, members of Board of Commissioners
Indonesia yang telah mengikuti pelatihan/pengembangan of Garuda Indonesia who participated in competence
kompetensi adalah sebagai berikut: development/training are as follows:
Tabel Pengembangan Kompetensi Dewan Komisaris

Table of Competence Development of Board of Commissioners
Materi Pengembangan
Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Penyelenggara
Pelaksanaan
Name Position Competence Development/ Organizer
Time and Place
Training Material
Baru menjabat ditahun 2020, sehingga tidak terdapat informasi pengembangan kompetensi/pelatihan di tahun
Komisaris Utama
Triawan Munaf 2019
In Effective in position in 2020, therefore, there is no information on competence development/training in 2019.
Wakil Komisaris Utama Selama tahun 2019, beliau tidak mengikuti pengembangan kompetensi/pelatihan
Chairal Tanjung
Vice President Commissioner In 2019, did not participate in competency development/training.
Elisa Lumbantoruan 2019
Yenny Wahid 2019
Komisaris
Peter Frans Gontha 2019
Commissioner

UNTUK DIREKSI BOARD OF DIRECTORS
Sepanjang tahun 2019, Direksi Garuda Indonesia yang Throughout 2019, members of Board of Directors of Garuda
telah mengikuti pelatihan/pengembangan kompetensi Indonesia who participated in competence development/
adalah sebagai berikut: training are as follows:
Tabel Pengembangan Kompetensi Direksi

Table of Board of Directors’ Competence Development
Materi Pengembangan Waktu dan Tempat Penyelenggara
Nama Jabatan
Kompetensi /Pelatihan Pelaksanaan
Name Position Organizer
Competence Development/Training Material Time and Place
Direktur Utama
Irfan Setiaputra 2019
President & CEO
Dony Oskaria 2019
Direktur Operasi
Tumpal Manumpak Hutapea 2019
Direktur Teknik Pelatihan Teknisi Perawatan Pesawat 4.0

Rahmat Hanafi 2019, Batam Politeknik Batam
Director of Maintenance 4.0 Aircraft Maintenance Technician Training

PENDIDIKAN
PENDIDIKANDAN/ATAU
DAN/ATAUPELATIHAN
PELATIHANDEWAN
DEWAN KOMISARIS,
KOMISARIS, DIREKSI,
DIREKSI,KOMITE-KOMITE,
KOMITE-KOMITE,SEKRETARIS
SEKRETARISPERUSAHAAN,
PERUSAHAAN, DANDAN UNITAUDIT
AUDITINTERNAL
INTERNAL
Education
Education and/or and/or Training
Training Board Board of Commissioners,
of Commissioners, BoardBoard of Directors,
of Directors, Committees,
Committees, Corporate
Corporate Secretaryand
Secretary andInternal
InternalAudit
Audit Unit
Unit
Tabel Pengembangan Kompetensi Direksi

Table of Board of Directors’ Competence Development
Nama Jabatan
Direktur Layanan,
Pengembangan Usaha dan
Teknologi Informasi
Ade R. Susardi 2019
Director of Services, Business
Development, and Information
Technology
Direktur Niaga dan Kargo Baru menjabat ditahun 2020, sehingga tidak terdapat informasi pengembangan kompetensi/pelatihan di tahun
Mohammad R. Pahlevi Director of Commercial & 2019
Cargo In Effective in position in 2020, therefore, there is no information on competence development/training in 2019.
Trade Finance Award untuk Garuda Indonesia

29 Januari 2019
oleh BRI BRI
January 29, 2019
Trade Finance Award for Garuda Indonesia by BRI
30 Januari 2019
2019 Indonesian CFO Award IPMI Business School
January 30, 2019
9 Agustus 2019 Garuda Indonesia Training

Direktur Keuangan dan Financial Master Class
August 9, 2019 Centre (GITC)
Manajemen Risiko
Fuad Rizal
Director of Finance and Risk FGD Kendala Pelaksanaan Kerjasama BUMN,
Management KBUMN 5 November 2019
Kementerian BUMN
FGD on Constraints on the Implementation of SOE November 5, 2019
Cooperation, KSOE
8 November 2019,
Hongkong Nomura International
Asian High Yield Corporate Day 2019 Nomura
November 8, 2019, Hongkong Ltd
Hong Kong
Aryaperwira Adileksana 2019

UNTUK KOMITE AUDIT AUDIT COMMITTEE
Sepanjang tahun 2019, anggota Komite Audit Garuda Throughout 2019, members of Audit Committee of Garuda
Indonesia yang telah mengikuti pelatihan/pengembangan Indonesia who participated in competence development/
kompetensi adalah sebagai berikut: training are as follows:
Tabel Pengembangan Kompetensi Komite Audit

Table of Competence Development of Audit Committee

Nama Jabatan
Ketua Komite Audit

Selama tahun 2019, beliau tidak mengikuti pengembangan kompetensi/pelatihan.
Eddy Porwanto Poo Chairman of Audit
In 2019, did not participate in competency development/training.
Committee
Wakil Ketua Komite Audit

Pelatihan Program Pemeliharaan Manajemen Risiko. 20 Februari 2019, Surabaya
Insmerda Lebang Deputy Chairman of Audit
Maintennace Risk Management Program Training. February 20, 2019, Surabaya
Committee
Workshop “The Battle Against Bribery and Ikatan Komite Audit

Corruption: Enabling the Role of Top Management 26 Februari 2019, Jakarta Indonesia (IKAI)
and Audit Committee in Strengthening the February 26, 2019, Jakarta Indonesian Institute of
Organization’s Lines of Defenses”. Audit Committee (IKAI)
Seminar “Perjalanan Profesi Komite Audit di

Indonesia: Tantangan dan Prospek Masa Depan”.
Anggota 18 Juni 2019, Jakarta
Setiawan Kriswanto Seminar “The Professional Journey of the Audit
Member June 18, 2019, Jakarta
Committee at Indonesia: Challenges and Future
Prospects”.
Ikatan Komite Audit

Seminar “Tanggung jawab hukum Komite Audit”.
31 Oktober 2019, Jakarta Indonesia (IKAI)
Seminar “Audit Committee Legal Responsibility”
October 31, 2019, Jakarta Indonesian Institute of
Seminar.
Audit Committee (IKAI)

PENDIDIKANDAN/ATAU
PENDIDIKAN DAN/ATAUPELATIHAN
PELATIHANDEWAN
DEWANKOMISARIS,
KOMISARIS,DIREKSI,
DIREKSI,KOMITE-KOMITE, SEKRETARISPERUSAHAAN,
KOMITE-KOMITE, SEKRETARIS PERUSAHAAN,DAN DANUNIT
UNITAUDIT
AUDITINTERNAL
INTERNAL
Education
Educationand/or
and/orTraining
TrainingBoard
Boardofof
Commissioners, Board
Commissioners, of Directors,
Board Committees,
of Directors, Corporate
Committees, Secretary
Corporate and Internal
Secretary Audit Unit
and Internal Audit Unit
Profil Perusahaan
Company Profile
Tabel Pengembangan Kompetensi Komite Audit

Table of Competence Development of Audit Committee

Nama Jabatan
Workshop “The Battle Against Bribery and Ikatan Komite Audit

Corruption: Enabling the Role of Top Management 26 Februari 2019, Jakarta Indonesia (IKAI)
and Audit Committee in Strengthening the February 26, 2019, Jakarta Indonesian Institute of
Organization’s Lines of Defenses”. Audit Committee (IKAI)
Seminar “Perjalanan Profesi Komite Audit di

Indonesia: Tantangan dan Prospek Masa Depan”.
Anggota 18 Juni 2019, Jakarta
Meindy Mursal Seminar “The Professional Journey of the Audit
Member June 18, 2019, Jakarta
Committee at Indonesia: Challenges and Future
Prospects”.
Ikatan Komite Audit

Seminar “Tanggung jawab hukum Komite Audit”.
31 Oktober 2019, Jakarta Indonesia (IKAI)
Seminar “Audit Committee Legal Responsibility”
October 31, 2019, Jakarta Indonesian Institute of
Seminar.
Audit Committee (IKAI)

UNTUK KOMITE NOMINASI DAN NOMINATION AND REMUNERATION
REMUNERASI
Sepanjang tahun 2019, anggota Nominasi dan Remunerasi Throughout 2019, members of Nomination and
Garuda Indonesia yang telah mengikuti pelatihan/ Remuneration Committee of Garuda Indonesia who attended
pengembangan kompetensi adalah sebagai berikut: the competence development/training are as follows:
Tabel Pengembangan Kompetensi Komite Nominasi dan Remunerasi

Table of Competence Development of Nomination and Remuneration Committee
Materi Pengembangan
Waktu dan Tempat
Pelaksanaan
Name Position Competence Development/Training Organizer
Time and Place
Material
Ketua Komite Nominasi dan

Remunerasi Selama tahun 2019, beliau tidak mengikuti pengembangan kompetensi/pelatihan
Sahala Lumban Gaol
Chairman of Nomination dan In 2019, did not participate in competency development/training.
Remuneration
Anggota Komite Nominasi dan

Remunerasi/ Komisaris Independen
Selama tahun 2019, beliau tidak mengikuti pengembangan kompetensi/pelatihan
Herbert Timbo P Siahaan Member of Nomination dan
Remuneration/Independent
Commissioner

Pengembangan kompetensi/pelatihan dapat dilihat pada pengembangan kompetensi Komite Audit.
Insmerda Lebang Member of Nomination dan
Competency development/training can be seen in Audit Committee competency development.
Commissioner

Eddy Porwanto Poo Member of Nomination dan
Commissioner

Chairal Tanjung Member of Nomination dan
Commissioner

PENDIDIKAN
PENDIDIKANDAN/ATAU
DAN/ATAUPELATIHAN
PELATIHANDEWAN
DEWAN KOMISARIS,
KOMISARIS, DIREKSI,
AUDITINTERNAL
INTERNAL
Education
InternalAudit
Audit Unit
Unit

UNTUK KOMITE PENGEMBANGAN BUSINESS DEVELOPMENT AND RISK
USAHA DAN PEMANTAU RISIKO MONITORING COMMITTEE
Sepanjang tahun 2019, anggota Komite Pengembangan Throughout 2019, members of Business Development
Usaha dan Pemantauan Risiko Garuda Indonesia yang telah and Risk Monitoring Committee of Garuda Indonesia who
mengikuti pelatihan/pengembangan kompetensi adalah participated in competence development/ training are as
Tabel Pengembangan Kompetensi Komite Pengembangan Usaha dan Pemantauan Risiko
Table of Competence Business Development, and Risk Monitoring Committee
Materi Pengembangan
Waktu dan Tempat
Pelaksanaan
Name Position Competence Development/ Organizer
Time and Place
Training Material
Ketua Komite Pengembangan
Usaha dan Pemantauan Risiko Selama tahun 2019, beliau tidak mengikuti pengembangan kompetensi/pelatihan.
Sahala Lumban Gaol
Head of Business Development In 2019, did not participate in competency development/training.
and Risk Monitoring Committee
Wakil Ketua l Komite
Pemantauan Risiko Selama tahun 2019, beliau tidak mengikuti pengembangan kompetensi/pelatihan.
Chairal Tanjung
Deputy I Head of Business In 2019, did not participate in competency development/training.
Development and Risk
Monitoring Committee
Wakil Ketua ll Komite
Pemantauan Risiko Selama tahun 2019, beliau tidak mengikuti pengembangan kompetensi/pelatihan.
Deputy II Head of Business In 2019, did not participate in competency development/training.
Round Table Discussion : Fraud 27 Februari 2019 ACFE
Anggota Komite Risk Assessment February 27, 2019 Indonesia
Pengembangan Usaha dan Association of
Workshop: Fraud Risk 30-31 januari 2019, Jakarta
Pemantauan Risiko Certified
Bhimantara Widyajala Management January 30-31 2019, jakarta
Member of the Business Fraud Examiners
Development and Risk Round Table Discussion : Sharing
Monitoring Committee 25 Januari 2019, jakarta
Experience –Building an Effective
January 25, 2019, jakarta
Ethics Program
Anggota Komite
Pemantauan Risiko Digital Leadership :Leading in Fast 3-4 Oktober 2019, jakarta Pertamina Training
Arief Ibnu Nugroho
Member of the Business Changing Digital Age October 3-4, 2019, Jakarta & Consulting

PENDIDIKANDAN/ATAU
PELATIHANDEWAN
DEWANKOMISARIS,
KOMISARIS,DIREKSI,
UNITAUDIT
AUDITINTERNAL
INTERNAL
Education
Educationand/or
and/orTraining
TrainingBoard
Boardofof
Board Committees,
Profil Perusahaan
Company Profile

UNTUK SEKRETARIS PERUSAHAAN CORPORATE SECRETARY
Sepanjang tahun 2019, Sekretaris Perusahaan Garuda Throughout 2019, Garuda Indonesia’s Corporate Secretary
Indonesia yang telah mengikuti pelatihan/pengembangan who attended the competence development/training are
kompetensi adalah sebagai berikut: as follows:
Tabel Pengembangan Kompetensi Sekretaris Perusahaan

Table of Corporate Secretary’s Competence Development
Materi Pengembangan Waktu dan Tempat
Nama Jabatan Penyelenggara
M. Ikhsan Rosan Sekretaris Perusahaan Sosialisasi Perubahan Peraturan Nomor I-A tentang Pencatatan Saham
Corporate Secretary dan Efek Bersifat Ekuitas Selain Saham yang Diterbitkan Oleh Perusahaan
Tercatat dan Implementasi Notasi Khusus 10 Januari 2019
PT Bursa Efek Indonesia
Dissemination on Amendments to Regulation No. I-A on Registration of January 10, 2019
Shares and Equities Securities Other than Shares Issued by Listed Company;
and Implementation of Special Notation
Seminar POJK Nomor 36/POJK.04/2018 tentang Tata Cara Pemeriksaan di

Sektor Pasar Modal 12 Februari 2019 Indonesia Corporate
Seminar on OJK Regulation No. 36/POJK.04/2018 on Examination February 12, 2019 Secretary Association
Procedures in Capital Market Sector
Memastikan Kepatuhan Perusahaan atas Peraturan terkait Direksi dan Dewan

Komisaris (POJK Nomor 33/POJK.04/2014 dan Peraturan terkait lainnya)
20 Maret 2019 Indonesia Corporate
Ensuring Company’s Compliance with Regulation related to Board
March 20, 2019 Secretary Association
of Directors and Board of Commissioners (OJK Regulation No. 33/
POJK.04/2014 and other related regulations)
Seminar dengan tema “Yang Perlu Diperhatikan oleh Corporate Secretary

dalam Pembentukan Organ Board: Komite, Corporate Secretary dan Internal
Audit” 9 April 2019 Indonesia Corporate
Seminar with the theme of “What the Corporate Secretary Needs to Look For April 9, 2019 Secretary Association
in Establishing the Board’s Organs: Committees, Corporate Secretary, and
Internal Audit”
Sosialisasi Uji Coba Sarana Pelaporan Elektronik Terintegrasi Antara IDXnet

dengan SPE Otoritas Jasa Keuangan 14 Mei 2019
Dissemination of Trial Use of Integrated Electronic Reporting Facility between May 14, 2019
IDXnet and SPE of Financial Services Authority
Seminar Terkait POJK 14/POJK.04/2019 tentang Perubahan atas POJK

Nomor 32/POJK.04/2015 tentang Penambahan Modal Perusahaan Terbuka
dengan Memberikan Hak Memesan Efek Terlebih Dahulu 24 Juni 2019
Seminar Related to OJK Regulation No. 14/POJK.04/2019 on Amendments June 24, 2019
to OJK Regulation No. 32/POJK.04/2015 on Capital Increase of Public
Companies with Preemptive Rights.
Strategi Implementasi GCG yang efektif dengan tugas Corporate Secretary

dan POJK Nomor 21/POJK.04/2014 tentang Penerapan Pedoman Tata
Kelola Perusahaan Terbuka 2 Juli 2019 Indonesia Corporate
Effective GCG Implementation Strategy with the duties of Corporate July 2, 2019 Secretary Association
Secretary and OJK Regulation No. 21/POJK.04/2014 on Implementation of
Guidelines for Public Corporate Governance.
Sosialisasi Peraturan Nomor I-V tentang Ketentuan Khusus Pencatatan

Saham dan Efek Bersifat Ekuitas Selain Saham di Papan Akselerasi yang
Diterbitkan oleh Perusahaan Tercatat 1 Agustus 2019
Dissemination of Regulation No. I-V on Specific Provisions for Listing of August 1, 2019
Shares and Equity Securities Other than Shares on the Acceleration Board
Issued by Listed Companies
Seminar dengan tema “POJK Nomor 74/POJK.04/2016 tentang

Penggabungan Usaha Atau Peleburan Usaha Perusahaan Terbuka” 10 September 2019 Indonesia Corporate
Seminar with the theme of “OJK Regulation No. 74/POJK.04/2016 on September 10, 2019 Secretary Association
Business Merger or Business Consolidation of Public Companies”.
Seminar dengan tema “Online Single Submission (Perizinan Berusaha

Terintegrasi Secara Elektronik)” 8 Oktober 2019 Indonesia Corporate
Seminar with the theme of “Online Single Submission (Licensing for October 8, 2019 Secretary Association
Integrated Business Electronically)”
Workshop penyusunan strategi komunikasi Kementerian BUMN

November 2019 Forum Humas BUMN
Workshop on the preparation of communication strategies of the Ministry
November 2019 SOE PR Forum
of SOE

PENDIDIKAN
PENDIDIKANDAN/ATAU
DAN/ATAUPELATIHAN
PELATIHANDEWAN
DEWAN KOMISARIS,
KOMISARIS, DIREKSI,
AUDITINTERNAL
INTERNAL
Education
InternalAudit
Audit Unit
Unit

UNTUK UNIT AUDIT INTERNAL INTERNAL AUDIT UNIT
Sepanjang tahun 2019, Unit Audit Internal Garuda Indonesia Throughout 2019, the Internal Audit Unit of Garuda
yang telah mengikuti pelatihan/pengembangan kompetensi Indonesia who attended the competence development/
adalah sebagai berikut: training are as follows:
Tabel Pengembangan Kompetensi Unit Audit Internal

Table of Competence Development of Internal Audit Unit
Waktu dan Tempat

Nama Jabatan Materi Pengembangan Kompetensi /Pelatihan Penyelenggara
Pelaksanaan
Name Position Competence Development/Training Material Organizer
Time and Place
Pendidikan dan Pelatihan Dasar-Dasar Audit (Program Auditor Muda)
Ardono Sepdantyo 2019, Jakarta PPAK
Team Leader Audit Basics Education and Training (Junior Auditor Program)
Yudo
Training Internal Quality Audit (IQA) 2019, Jakarta Garuda Indonesia Training Centre (GITC)
2019, Jakarta PPAK
Audit Basics Education and Training (Junior Auditor Program)
Seminar Nasional: Permasalahan Pajak PPh 21 bagi Dunia Usaha
Arifta Nur Rahmat Team Leader dan UKM 2019, Jakarta Podomoro University
National Seminar: Income Tax 21 Problems for Businesses and SMEs
Benchmark ke PT Astra International Tbk.
2019, Jakarta PT Astra International Tbk.
Benchmark to PT Astra International Tbk.
2019, Jakarta PPAK
Azhari
Team Leader
2019, Jakarta PPAK
Senior Manager IT Audit Basics Education and Training (Junior Auditor Program)
Bayu Sri ananto
Audit Benchmark ke PT Astra International Tbk.
2019, Jakarta PPAK
Benito Sabastian
Team Leader Seminar Nasional: Permasalahan Pajak PPh 21 bagi Dunia Usaha
dan UKM 2019, Jakarta Podomoro University
Training Perhitungan PBTH 2019, Jakarta JKTML
2019, Jakarta PPAK
Training Internal Quality Audit (IQA)
Bernadetha Athalia
Team Leader 2019, Jakarta Garuda Indonesia Training Centre (GITC)
PBTH Calculation Training
2019, Jakarta PPAK
Caecilia Westi Sekar Audit Basics Education and Training (Junior Auditor Program)
Internal Auditor
Wangi Benchmark ke PT Astra International Tbk.
2019, Jakarta PPAK
Dea Anjani
Internal Auditor Training Internal Quality Audit (IQA) 2019, Jakarta Garuda Indonesia Training Centre (GITC)
2019, Jakarta PPAK
Edi Pramono
Internal Auditor Seminar Nasional: Permasalahan Pajak PPh 21 bagi Dunia Usaha

PENDIDIKANDAN/ATAU
PELATIHANDEWAN
DEWANKOMISARIS,
KOMISARIS,DIREKSI,
UNITAUDIT
AUDITINTERNAL
INTERNAL
Education
Educationand/or
and/orTraining
TrainingBoard
Boardofof
Board Committees,
Profil Perusahaan
Company Profile

Waktu dan Tempat

Pelaksanaan
Time and Place
Ermas Manurung
Internal Auditor 2019, Jakarta PPAK
2019, Jakarta PPAK
Firessa Yusti Pradhana
Internal Auditor Audit Basics Education and Training (Junior Auditor Program)
Handoyo Jati Team Leader Benchmark to PT Astra International Tbk.
Sertifikasi Qualified Internal Auditor 2010, Jakarta Yayasan Pendidikan Internal Audit
2019, Jakarta PPAK
Heru Sukoco
Team Leader
2019, Jakarta PPAK
Kusmi Rahayu
Internal Auditor Audit Basics Education and Training (Junior Auditor Program)
Lydia Desvita Sari Team Leader dan UKM 2019, Jakarta Podomoro University
2019, Jakarta PPAK
Mansur
Benchmark ke PT Astra International Tbk. 2019, Jakarta PT Astra International Tbk.
Memet Setiono
Internal Auditor 2019, Jakarta PPAK
Moh. Imam Sugiarto Team Leader 2019, Jakarta PT Astra International Tbk.
Senior Manager Benchmark ke PT Astra International Tbk.

Mohamad Tohir Cargo, Subsidiaries & Benchmark to PT Astra International Tbk.
Investigation Audit Sertifikasi Qualified Internal Auditor 2010, Jakarta Yayasan Pendidikan Internal Audit
2019, Jakarta PPAK
Muhhamad Iqbal AR
Muldina Andam Dewi Team Leader National Seminar: Income Tax 21 Problems for Businesses and SMEs
2019, Jakarta PPAK
Myra Arwanti Internal Auditor Audit Basics Education and Training (Junior Auditor Program)
Pandam Indri Benchmark ke PT Astra International Tbk.
Senior Manager 2019, Jakarta PT Astra International Tbk.
Technical, Operation &
Financial Audit Sertifikasi Qualified Internal Auditor 2010, Jakarta Yayasan Pendidikan Internal Audit

Senior Manager 2019, Jakarta PPAK
Prima Deffinika Commercial & Service
Audit Benchmark ke PT Astra International Tbk.

PENDIDIKAN
PENDIDIKANDAN/ATAU
DAN/ATAUPELATIHAN
PELATIHANDEWAN
DEWAN KOMISARIS,
KOMISARIS, DIREKSI,
AUDITINTERNAL
INTERNAL
Education
InternalAudit
Audit Unit
Unit

Waktu dan Tempat

Pelaksanaan
Time and Place
2019, Jakarta PPAK
Satria Saputra
Siceli Wulandari
Team Leader 2019, Jakarta PPAK
ST Rensius Team Leader Benchmark to PT Astra International Tbk.
2019, Jakarta PPAK
Valerie Laura

Analisis dan
Pembahasan Manajemen
Analisis dan
04 Pembahasan Manajemen
TINJAUAN PEREKONOMIAN
154
Economic Overview
TINJAUAN OPERASIONAL
161
TINJAUAN KEUANGAN
212
Financial Review
TINJAUAN
Economic Overview PEREKONOMIAN
Economic Overview
Analisis dan Pembahasan Manajemen
Pendapatan usaha tahun 2019 mencapai USD4,57 miliar,

meningkat 5,59%, peningkatan ini sejalan dengan kenaikan yield
penumpang dan kargo yang masing-masing meningkat
sebesar 20,28% dan 47,72%.
Operating revenues in 2019 reached USD4.57 billion, an increase of 5.59%.
This increase was in line with the increase in passenger and cargo yields of
20.28% and 47.72%, respectively.
ANALISIS PEREKONOMIAN GLOBAL GLOBAL ECONOMIC ANALYSIS

Pertumbuhan ekonomi dunia turun dari 3,6% pada tahun World economic growth fell from 3.6% in 2018 to only 2.9%
2018 menjadi 2,9% pada tahun 2019. Perang dagang in 2019. The trade war has reduced the economic growth
telah menurunkan pertumbuhan ekonomi Amerika Serikat of the United States (US) from 2.9% in 2018 to 2.3% in
(AS) dari 2,9% pada tahun 2018 menjadi 2,3% pada 2019. US exports have been under pressure which has an
tahun 2019. Ekspor AS mengalami tekanan sehingga impact on domestic demand, especially non-residential
berdampak pada permintaan domestik, terutama investasi investment and household consumption. Similarly in China,
nonresidensial dan konsumsi rumah tangga. Demikian halnya exports and investment have an impact on China’s economic
dengan Tiongkok, ekspor dan investasi berdampak pada growth which decreased from 6.6% in 2018 to 5.9% in
pertumbuhan ekonomi Tiongkok yang menurun dari 6,6% 2019. Economic growth in Europe, Japan, India, and many
pada tahun 2018 menjadi 5,9% pada 2019. Pertumbuhan countries also experienced pressure. Easing monetary policy
ekonomi di Eropa, Jepang, India, dan banyak negara juga by reducing interest rates and expanding the Central Bank’s
mengalami tekanan. Pelonggaran kebijakan moneter berupa balance sheet in various countries was not able to prevent
penurunan suku bunga dan ekspansi neraca Bank Sentral a slowdown in the world economy.
di berbagai negara belum mampu mencegah perlambatan
ekonomi dunia.

Economic Overview
Sentimen pasar telah didorong oleh tanda-tanda tentatif Market sentiment has been driven by tentative signs that
bahwa aktivitas manufaktur dan perdagangan global global manufacturing and trade activities are at the lowest
berada di posisi terbawah, pergeseran berbasis luas ke arah level, broad-based shifts are moving to an accommodative
kebijakan moneter akomodatif, berita-berita menguntungkan monetary policy, alternating favorable news about US-China
yang berselang-seling mengenai negosiasi perdagangan trade negotiations, and reduced fears that there will be no
AS-Tiongkok, dan berkurangnya kekhawatiran akan tidak Brexit agreement. However, some turning points have not
adanya kesepakatan Brexit. Namun, beberapa tanda titik yet been seen in global macroeconomic data.
balik belum terlihat dalam data ekonomi makro global.
Sumber: World Economic Outlook (WEO) International Monetary Fund (IMF), Januari Source: World Economic Outlook (WEO) International Monetary Fund (IMF), January
2020 dan Laporan Kebijakan Moneter Triwulan IV 2019, Bank Indonesia (BI) 2020 and Monetary Policy Report Quarter IV 2019, Bank Indonesia (BI)
ANALISIS PEREKONOMIAN NASIONAL NATIONAL ECONOMIC ANALYSIS

Pertumbuhan ekonomi Indonesia perlu terus didorong Indonesia’s economic growth needs continuous
sehingga tetap berdaya tahan di tengah risiko tertundanya encouragement so that it remains resilient amid the risk
prospek pemulihan perekonomian dunia. Pada 2019, of delays in the prospect of world economy recovery.
pertumbuhan ekonomi tetap baik yakni 5,02%, meskipun In 2019, economic growth remained good at 5.02%,
lebih rendah dibandingkan dengan tahun 2018 sebesar although it was lower than that of 2018 of 5.17%. The
5,17%. Pertumbuhan ekonomi tersebut ditopang permintaan economic growth was supported by maintained domestic
domestik yang terjaga, sedangkan kinerja ekspor menurun demand, while export performance declined in line with
sejalan pengaruh perlambatan permintaan global dan the effect of slowing global demand and falling commodity
penurunan harga komoditas. Secara spasial, permintaan prices. Spatially, domestic demand that remained well was
domestik yang tetap baik ditopang oleh meningkatnya supported by increased trade between regions such as the
perdagangan antar daerah seperti di wilayah Sumatera. Sumatra region. In addition, economic growth in Kalimantan
Selain itu, pertumbuhan ekonomi Kalimantan dan Bali-Nusa and Bali-Nusa Tenggara was maintained, supported by
Tenggara tetap terjaga didukung oleh perbaikan ekspor improvements in exports of primary commodities. Bank
komoditas primer. Bank Indonesia akan terus memperkuat Indonesia will continue to strengthen coordination with the
koordinasi dengan Pemerintah dan Otoritas terkait guna Government and related Authorities in order to strengthen
memperkuat sumber, struktur, dan kecepatan pertumbuhan the sources, structure, and speed of economic growth,
ekonomi, termasuk mendorong investasi melalui proyek including encouraging investment through infrastructure
infrastruktur dan implementasi Rencana Undang-Undang projects and implementation of Bill of Job Opening and
(RUU) Cipta Kerja dan Perpajakan. Tax Law.
Grafik Pertumbuhan Ekonomi (dalam %)

Economic Growth Chart (in %)
5,17 5,02
5,07
5,01 5,03
4,88
2014 2015 2016 2017 2018 2019
Sumber: Berita Resmi Statistik No.17/02/Th.XXIV, Badan Pusat Statistik (BPS), 5 Februari 2020
Source: Statistics Official News No. 17/02/Th.XXIV, Statistics Indonesia (BPS), 5 February 2020.

Economic Overview
Neraca Pembayaran Indonesia (NPI) tetap baik sehingga Indonesia’s Balance of Payments (NPI) remained well, and
menopang ketahanan sektor eksternal. NPI keseluruhan therefore, supported the resilience of external sector. The
2019 mencatat surplus sebesar 4,7 miliar dolar AS, setelah overall balance of payments (NPI) in 2019 recorded a surplus
pada tahun 2018 mengalami defisit 7,1 miliar dolar AS. of 4.7 billion US dollars, after in 2018 recorded a deficit of
Perbaikan NPI ditopang oleh surplus transaksi modal dan 7.1 billion US dollars. NPI improvement was bolstered by an
finansial yang meningkat sejalan kinerja ekonomi Indonesia increased capital and financial transaction surplus in line
yang terjaga, daya tarik pasar keuangan yang besar, dan with the maintained performance of Indonesian economy,
ketidakpastian pasar keuangan global yang mereda. Defisit the attractiveness of large financial markets, and that the
transaksi berjalan juga menurun dari 2,94% PDB pada uncertainty of global financial markets was improving. The
tahun 2018 menjadi 2,72% PDB. current account deficit also decreased from 2.94% of GDP
in 2018 to 2.72% of GDP.
Nilai tukar Rupiah menguat didukung kinerja Neraca Rupiah exchange rate strengthened as supported by Indonesia’s
Pembayaran Indonesia yang membaik. Pada 18 Desember improved Balance of Payment performance. On 18 December
2019, Rupiah menguat 0,93% (poin to poin/ptp) 2019, Rupiah strengthened 0.93% (point to point/ptp)
dibandingkan dengan level November 2019 sehingga compared to that of November 2019 level, thus, since the
sejak awal tahun menguat 2,90% (Year to Date/Ytd). beginning of the year it had strengthened by 2.90% (Year to
Penguatan Rupiah didukung oleh pasokan valas dari para Date/Ytd). The strengthening of Rupiah is supported by the
eksportir dan aliran masuk modal asing yang tetap berlanjut supply of foreign exchange from exporters and the continued
sejalan prospek ekonomi Indonesia yang tetap terjaga, foreign capital inflow in line with Indonesia’s economic
daya tarik pasar keuangan domestik yang tetap besar, prospects that are maintained, the attractiveness of domestic
serta ketidakpastian pasar keuangan global yang mereda. financial market that remains large, and the uncertainty of
Ke depan, Bank Indonesia memandang nilai tukar Rupiah global financial market that is easing. To the future, Bank
tetap stabil sesuai dengan fundamentalnya dan mekanisme Indonesia views that Rupiah exchange rate will remain stable
pasar yang terjaga. Prakiraan ini didukung prospek Neraca in accordance with its fundamentals and maintained market
Pembayaran Indonesia yang tetap baik akibat berlanjutnya mechanism. This forecast is supported by the prospect of
aliran masuk modal asing seiring dengan prospek ekonomi Indonesia’s Balance of Payments, which remains sound, due to
domestik yang membaik dan imbal hasil yang menarik, the continued foreign capital inflows along with the improving
serta dampak positif kebijakan moneter longgar di negara outlook for domestic economy and attractive returns, as well
maju. Untuk mendukung efektivitas kebijakan nilai tukar as the positive impact of loose monetary policy in developed
dan memperkuat pembiayaan domestik, Bank Indonesia countries. To support the effectiveness of exchange rate
terus mengakselerasi pendalaman pasar keuangan, baik policies and strengthen domestic financing, Bank Indonesia
pasar uang maupun pasar valas. continues to accelerate financial market deepening, both in
money market and foreign exchange market.
Sumber: Laporan Kebijakan Moneter Triwulan IV 2019, Bank Indonesia (BI) dan Source: Monetary Policy Report Quarter IV 2019, Bank Indonesia (BI) and Statistics
Berita Resmi Statistik No.17/02/Th.XXIV, Badan Pusat Statistik (BPS), 5 Februari Official News No. 17/02/Th.XXIV, Statistics Indonesia (BPS), 5 February 2020
2020
ANALISIS INDUSTRI PENERBANGAN AVIATION INDUSTRY ANALYSIS

Industri penerbangan global secara umum mengalami The global aviation industry in general experienced a decline
penurunan kinerja di tahun 2019 dibandingkan tahun in performance in 2019 compared to that of 2018. Passenger
2018. Pertumbuhan passenger traffic (Revenue Passenger traffic (Revenue Passenger Kilometers/RPK) growth in 2019
Kilometers/RPK) di tahun 2019 sebesar 4,2% mengalami was 4.2%, a decrease compared to that of 2018, which was
penurunan dibandingkan tahun 2018 yang sebesar 7,4%. 7.4%. Whereas growth in Passenger Capacity (Available
Sedangkan pertumbuhan Passenger Capacity (Available Seat Kilometers/ASK) also decreased from 6.9% in 2018 to
Seat Kilometer/ASK) juga mengalami penurunan dari 3.5% in 2019. In line with the conditions of global aviation
6,9% di tahun 2018 menjadi 3,5% di tahun 2019. Sejalan industry, Asia Pacific Passenger traffic growth fell from 9.5%
dengan kondisi industri penerbangan global, pertumbuhan in 2018 to 4.7% in 2019. While Asia Pacific’s passenger
passenger traffic Asia Pacific turun dari 9,5% di tahun 2018 capacity growth was 8.8% in 2018 and 4.4% in 2019.
menjadi 4,7% di tahun 2019. Sedangkan pertumbuhan
passenger capacity Asia Pacific dari 8,8% di tahun 2018
menjadi 4,4% di tahun 2019.

Economic Overview
Sejalan dengan industri penerbangan global, pertumbuhan In line with the global aviation industry, the growth of
penumpang angkutan udara domestik sepanjang tahun domestic air transport passengers in 2019 dropped by
2019 anjlok hingga 20,11% persen dibanding periode 20.11% percent compared to the same period of the previous
yang sama tahun sebelumnya. Penurunan ini karena year. This decline was due to an adjustment in passenger
adanya penyesuaian harga tiket penumpang di pasar ticket prices in the domestic market, which caused the
domestik sehingga menyebabkan adanya perpindahan shifting of passengers from air to land transportation
penumpang dari moda transportasi udara ke transportasi modes. This passenger movement was also supported
darat. Perpindahan penumpang ini juga didukung oleh by the initial improvement of toll road infrastructure in
mulai membaiknya infrastruktur jalan tol di Indonesia. Indonesia. But the decline in the number of passengers
Namun penurunan jumlah penumpang ini tidak serta merta does not necessarily make the financial performance of
membuat kinerja keuangan industri penerbangan di pasar aviation industry in the domestic market decline. Capacity
domestik menurun. Dengan penyesuaian kapasitas produksi adjustment and increasing passenger ticket prices with real
dan meningkatnya harga tiket penumpang dengan harga prices have made the aviation industry in domestic market
real membuat industri penerbangan di pasar domestik achieve better performance. Passenger revenue increased
mencapai kinerja yang lebih baik. Pendapatan penumpang even though the number of passengers decreased due to
meningkat walau jumlah penumpang menurun karena the ticket price hikes, and this also made cost efficiencies
kenaikan harga tiket dan dapat juga melakukan efisiensi through capacity adjustment strategies to adjust the supply
biaya dengan strategi penyesuaian kapasitas produksi and demand.
untuk menyesuaikan supply dan demand.
Global Air Travel and Air Cargo Volume Growth
15% 15%
10% 10%
% change year-on-year
RPK growth
5% 5%
0% 0%
-5% -5%
FTK growth
-10% -10%
Note: RPK = Revenue Passenger Kilometers, FTK = Freight and Mail Ton Kilometers
Sumber: Airline Industry Outlook 2020, International Air Transport Association (IATA)
Source: Airline Industry Outlook 2020, International Air Transport Association (IATA)

Economic Overview
Air Passenger Volume 2019 2018 in Review-Air Passenger Volume
GLOBAL RPKs +6.5%

+4.2%
Slower global economic growth and weaker 2018 was the 9th ...and demand again
international trade contributed to the softer consecutive year of grew faster than
outcome in 2019 above-trend RPK growth... capacity...
3.4% CAPACITY GROWTH 6.1% CAPACITY GROWTH

4.2% DEMAND GROWTH 6.5% DEMAND GROWTH
Demand grew faster than capacity, increasing the ...delivering a new
82.6% passenger load factor by 0.7 percentage points...
81.9% record high load factor
... and delivering a +4.9%

new record-high
load factor.
85.2% 84.5%
Europe had the ...while Africa posted Europe recorded the
highest load factor the strongest totoal RPK highest load factor of
of all regions... growth of all regions. all regions in 2018...
INDIA 34.5%
CHINA 18.6%
7.8% India posted its 52nd ...Asia Pacific airlines
China and Rusia recorded the consecutive month of double-digit domestic flew the largest share
strongest RPK growth among the CHINA
passenger growth in December, with China of total RPKs
large domestic markets. 11.7% and Russia also seeing strong growth
RUSSIA
6.7% RUSSIA
80.8% 9.0% 85%
of airlines in our latest Business of airlines in our latest Business
Confidence Survey expect passenger Confidence Survey expect passenger
volumes to increase in 2020. volumes to increase in 2019.
Sumber: International Air Transport Association (IATA), Desember 2018 dan 2019
Source: International Air Transport Association (IATA), December 2018 and 2019
ANALISIS POSISI GARUDA DALAM ANALYSIS OF GARUDA POSITION IN

INDUSTRI PENERBANGAN AVIATION INDUSTRY
Untuk menghadapi seluruh tantangan dan peluang yang To face all of the existing challenges and opportunities,
ada, Garuda Indonesia telah berusaha memanfaatkan Garuda Indonesia has tried to utilize its strengths and try to
kekuatan dan berusaha mengatasi keterbatasan yang Garuda overcome its current limitations. In line with the 2016-2020
Indonesia miliki saat ini. Sejalan dengan strategi jangka long-term strategy, Garuda Indonesia Group will focus on
panjang 2016-2020, Garuda Indonesia Grup akan fokus routes in Tier 1, Tier 2, and Tier 3 in the domestic market,
pada rute-rute di Tier 1, Tier 2, dan Tier 3 di domestik, serta and the potential to develop Citilink through expansion in
potensi untuk mengembangkan Citilink melalui ekspansi domestic and international markets.
di pasar domestik dan internasional.
Gambar Pembagian Tier Garuda Indonesia Grup 2019

Figure Tier Garuda Indonesia Group 2019
GA GROUP POSITIONING
Tier 1 to 1
Tier 2 to 2 CTH, SWP,
No Ops No Ops Tier 1 to 2 ASA, SWP EUR, MEA
Tier 2 to 3 JPK, ASA
Tier 1 to 3
Tier 1 to 1
Tier 2 to 2
Operate Selected Tier 1 to 2 ASA CTH, SWP Selected
Tier 2 to 3
Tier 1 to 3
Turboprop Tier 3 Tier 2 Tier 1 S-haul M-haul L-haul

<4.5 hrs 4.5 - 9 hrs > 9 hrs
DOMESTIC INTERNATIONAL
Catatan: ASA= South East Asia, JPK= Japan and Korea, CTH = China, Taiwan and Hongkong SWP = South West Pacific (Australia) EUR= Europe MEA= Middle East
Note: ASA= South East Asia, JPK= Japan and Korea, CTH = China, Taiwan and Hongkong SWP = South West Pacific (Australia) EUR= Europe MEA= Middle East

Economic Overview
Klasifikasi Tier didasarkan kepada data tahun sebelumnya Tier classification are based on the previous year’s data
dengan detail penjelasan sebagai berikut: with detailed explanations as follows:
Tier 1 : Dinyatakan oleh Kementerian Perhubungan Tier 1 : Declared by the Ministry of Transportation as a
sebagai HUB dan memiliki passenger traffic di HUB and has passenger traffic above
atas 5 juta per tahun 5 million per year
Tier 2 : Memiliki passenger traffic di kisaran 1 juta – 5 Tier 2 : Have passenger traffic in the range of
juta per tahun 1 million - 5 million per year
Tier 3 : Memiliki passenger traffic di kisaran 100.000 Tier 3 : Have passenger traffic in the range of
– 1 juta per tahun 100,000 - 1 million per year
Propeler : Memiliki passenger traffic di bawah 100.000 per Propeller : Have passenger traffic below 100,000 per year
tahun atau bandara yang hanya dapat didarati or airport that only propeller plane can land.
oleh pesawat propeler
Pada tahun 2019, Garuda Indonesia akan fokus pada In 2019, Garuda Indonesia focused on international flights
penerbangan internasional (Eropa, Timur Tengah, China, (Europe, Middle East, China, Australia, Japan & Korea, and
Australia, Jepang & Korea dan Asia Tenggara) dan domestik Southeast Asia) and domestic flights (Tier 1 to 1, Tier 1 to
(Tier 1 to 1, Tier 1 to 2, Tier 1 to 3, Tier 2 to 2, serta Tier 2 2, Tier 1 to 3, Tier 2 to 2, and Tier 2 to 3). Flights between
to 3). Untuk penerbangan antar Tier 3 dan Propeler tidak Tier 3 and Propeller will not be served by Garuda Indonesia,
akan dilayani oleh Garuda Indonesia, namun akan dialihkan but will be transferred to Citilink or other more profitable
ke Citilink atau bisnis unit lain yang lebih menguntungkan. business units.
Di sisi lain, pada tahun 2019, Citilink memainkan peranan On the other hand, in 2019 Citilink played a greater role
yang lebih besar di pasar low cost carrier dengan layanan in the low cost carrier market with better services, and
yang lebih baik, serta didukung oleh upaya untuk menekan supported by efforts to reduce the cost structure in order
struktur biaya agar dapat lebih kompetitif. Citilink akan to be more competitive. Citilink focused on international
fokus pada penerbangan internasional di China, Asia flights in China, Southeast Asia, and domestic flights (Tier
Tenggara, serta domestik (Tier 1 to 1, Tier 1 to 2, Tier 1 1 to 1, Tier 1 to 2, Tier 1 to 3, Tier 2 to 2, Tier 2 to 3, Tier
to 3, Tier 2 to 2, Tier 2 to 3, dan Tier 3 to 3 dan Propeler). 3 to 3, and Propeller). Below is the table describing Tier
Berikut adalah tabel penjelasan pembagian Tier dalam division within Garuda Indonesia Group position.
posisi Garuda Indonesia Group.
Peta kompetisi Garuda Indonesia Group dengan airline Map of Garuda Indonesia Group’s competition with other
pesaing lainnya dapat dinyatakan berdasarkan layanan yang competing airlines shows that the market is divided based
diberikan serta penawaran harga. Garuda Indonesia sebagai on services provided and price quotes. Garuda Indonesia as
full-service bersaing secara langsung dengan Batik Air dan a full-service airline competes directly with Batik Air and in
kedepannya untuk menguatkan positioning sebagai 5-stars the future to strengthen its positioning as a 5-star airline,
airlines, Garuda Indonesia akan meningkatkan layanan yang Garuda Indonesia will improve services to its passengers by
diberikan kepada penumpang dengan mengarahkan ke leading to segments that prioritize comfort and experience.
segmen yang mengutamakan kenyamanan dan pengalaman. Of course, to maintain good profitability, Garuda Indonesia
Tentunya untuk menjaga profitabilitas yang baik, Garuda will target premium airlines while still providing value for
Indonesia akan menyasar ke arah premium airlines dengan money to its customers.
tetap memberikan value for money kepada pelanggannya.
Sementara itu Citilink sebagai low-cost airlines juga Meanwhile, Citilink as a low-cost airline will also be pulled
akan ditarik menjadi premium LCC untuk mengisi celah to be LCC premium to fill the existing market gaps in the
segmen yang ada di pasar. Citilink akan meningkatkan market. Citilink will increase its On Time Performance (OTP)
On Time Performance (OTP) sebagai diferensiasi dengan as a differentiation from other low-cost airlines. Citilink
maskapai penerbangan murah lainnya. Citilink juga akan will also increase flight frequency, improve its ground time,
meningkatkan frekuensi penerbangan, memperbaiki ground increase the number of passengers, and expand its network
time-nya, meningkatkan jumlah penumpang, dan meluaskan so that it can compete with other low-cost airlines. Citilink

Economic Overview
jaringannya sehingga mampu berkompetisi dengan maskapai will be encouraged to provide better low cost carrier services
penerbangan murah lainnya. Citilink akan didorong untuk compared to the services currently available, as well as a
memberikan pelayanan low cost carrier yang lebih baik better and more competitive cost structure.
dibandingkan layanan yang diberikan pada saat ini, serta
dengan struktur biaya yang lebih baik dan kompetitif.
Gambar Posisi Garuda Indonesia Grup 2019

Chart of Position of Garuda Indonesia Group 2019
HIGH
GA
GA
ID
SJ
SERVICE
GA
QG
JT IN
LOW
PRICE HIGH
NEW STRATEGI CURRENT POSITIONING

STRATEGI PERUSAHAAN COMPANY STRATEGIES
2018 2020
BUILDING THE ACCELERATE
PLATFORM GROWTH
2017 • Operating
Revenue GA
2019 • GA CASK USc
5.5
FIXING THE BASICS Parent USD BEYOND AIRLINE
• QG CASK USc
3.6 bio BUSINESS 4.0
• Garuda • Operating Profit
• OTP 88% Indonesia • Multiple JV by Garuda Airline
• Operating & Citilink GMF USD 100 mio
revenue GA breakeven • JV for • Net profit
parent USD • GA CASK USc International Garuda Group
3.2 bio 6.0 routes in North USD 170 mio
• Cost Efficiency • Aircarft Asia, Middle • Group Value
USD 100 mio utilization >10 East & Europe USD 3.5 bio
hourss/day • Garuda Aviation • New entity for
• SBU for Loyalty Services loyalty business
business • Cargo end to • Garuda holding
• ATR & CRJ new end solution company
business model
Dengan tema tahun 2019 “Beyond Airline Business”, maka With the 2019 theme “Beyond Airline Business”, the 2019
Program Kerja tahun 2019 berfokus kepada program- Work Program focused on major work programs to develop
program kerja utama untuk mengembangkan pendapatan revenue outside the aviation business, so that it becomes
di luar bisnis penerbangan, sehingga menjadi dasar yang a strong foundation for Garuda Indonesia to develop and
cukup kuat bagi Garuda Indonesia untuk berkembang dan expand in the subsequent years, which consists of:
berekspansi di tahun-tahun selanjutnya, yang terdiri dari:
1. Multiple Joint Venture by Garuda Maintenance 1. Multiple Joint Ventures by Garuda Maintenance
Facility (GMF) Facility (GMF)
Sebagai anak perusahaan Garuda Indonesia yang As a subsidiary of Garuda Indonesia engaged in
bergerak di bidang Maintenance, Repair, dan Overhaul Maintenance, Repair, and Overhaul (MRO), GMF
(MRO), GMF AeroAsia memiliki potensi yang cukup AeroAsia has considerable large potential to continue
besar untuk terus mengembangkan bisnisnya, sebagai to develop its business as part of a strategic step after
bagian dari langkah strategis setelah Initial Public its Initial Public Offering (IPO) in the fourth quarter of
Offering (IPO) di kuartal IV tahun 2017. Sebagai 2017. Following the IPO, GMF together with Garuda
kelanjutan dari proses IPO tersebut, GMF bersama- are exploring the possibility of investment from one
sama dengan Garuda sedang menjajaki kemungkinan or more strategic investors in GMF. MRO business
adanya investasi dari satu atau lebih investor strategis development in Indonesia and Asia Pacific region
pada GMF. Pengembangan bisnis MRO di Indonesia would begin in 2019 through a joint venture with
dan lingkup Asia Pasifik akan dimulai di tahun 2019 several strategic partners.
ini melalui kerjasama joint venture dengan beberapa
partner strategis.
2. Joint Venture for International Routes in North 2. Joint Ventures for International Routes in North
Asia, Middle East and Europe Asia, Middle East, and Europe
Pengembangan jaringan rute penerbangan Garuda Development of Garuda Indonesia flight route network
Indonesia saat ini telah dibangun melalui rute dan has now been built through Garuda’s own routes and
destinasi penerbangan yang diterbangi sendiri oleh flight destinations, connectivity of SkyTeam flight
Garuda, konektivitas jaringan penerbangan anggota alliance network members, as well as interline and
aliansi penerbangan SkyTeam, serta kerjasama interline codeshare cooperation with several airline partners. To
dan codeshare dengan beberapa partner maskapai. reach potential routes that are not owned by Garuda
Untuk meraih potensi rute-rute yang belum dimiliki Indonesia in North Asia, Middle East, and Europe, in

oleh Garuda Indonesia di Asia Utara, Timur Tengah, 2019 Garuda Indonesia planned to establish a strategic
dan Eropa, maka di tahun 2019 Garuda Indonesia partnership in the form of a joint venture with several
berencana untuk menjalin kerjasama strategis berupa partners in these areas.
joint venture dengan beberapa partner di area tersebut.
3. Garuda Aviation Services 3. Garuda Aviation Services

Pengembangan bisnis layanan aviasi Garuda Indonesia Development of Garuda Indonesia Group’s aviation
Group yang saling bersinergi (pemanfaatan sumber services business that synergizes with each other
daya yang terpusat/pool resources, penciptaan layanan (utilization of centralized resources/pool resources,
aviasi yang terintegrasi-katering, ground handling, creation of integrated aviation services - catering,
logistik, pergudangan dan lain-lain). ground handling, logistics, warehousing and others).
4. Cargo End to End Solution 4. Cargo End to End Solution

Solusi layanan cargo end-to-end, yaitu layanan kargo End-to-end cargo service solution is an integrated
yang terintergrasi untuk pelanggan, dimulai dari cargo service for customers, starting from the service
layanan pengambilan barang di point of pick up lalu of picking up goods at the point of pick up then going
ke bandara (airport) hingga tempat tujuan. to the airport (airport) to the destination.
Dalam periode jangka pendek, untuk mendukung In the short-term period, to support the implementation
pelaksanaan Program Kerja 2019 maka Garuda Indonesia of the 2019 Work Program, Garuda Indonesia had set
menetapkan beberapa Strategi Jangka Pendek (Quick Wins) a number of Short-Term Strategies (Quick Wins) to be
untuk dapat segera memperbaiki kinerja, yang telah mulai able to immediately improve its performance, which
dilakukan dengan progress yang baik di 2018 dan akan has been carried out with good progress in 2018 and
terus dilanjutkan di 2019. will continue in 2019.
QUICK WINS STRATEGY 2019 QUICK WINS STRATEGY 2019
01
Corporate Culture
Transformation through
the development of
People, Process &
Technology
02
Revenue
Enhancement
3
PRIORITAS
QUICK WINS
03
Redefine Cost
Structure Based
on Shared Service
Organization

1. Corporate Culture Transformation through the 1. Corporate Culture Transformation through the
development of People, Process & Technology development of People, Process & Technology
Garuda Indonesia akan fokus kepada peningkatan Garuda Indonesia will focus on improving employee
capability dan capacity pegawai, membuat pegawai capability and capacity, making employees Happy,
Happy, karena pegawai adalah pelanggan dan aset because employees are customers and assets that must
yang harus diutamakan. Dengan pegawai yang Happy be prioritized. With Happy employees, the employees
maka dengan sendirinya pegawai akan memberikan will naturally provide the best service to customers.
pelayanan terbaik kepada pelanggan.
Perputaran lintas divisi pun akan dilakukan, untuk A cross-division turnover will be carried out to create
menciptakan rasa care dan mengerti akan business a sense of care and an understanding of the overall
process secara keseluruhan. Pegawai Garuda Indonesia business process. Garuda Indonesia employees are
adalah keluarga besar termasuk pegawai tetap dan large families including permanent and part-time
paruh waktu, karena seluruh pegawai adalah One employees, because all employees are One Family,
Family One Nation and One Garuda Indonesia. One Nation, and One Garuda Indonesia.
Aviation Safety sebagai basis perubahan business Aviation Safety as a basis for changing business
process di segala lini telah dilakukan di 2018 dan processes in all lines has been carried out since 2018
berlanjut di 2019. Dengan people/pegawai yang baik and continued in 2019. Good and Happy people/
dan Happy akan membuat business process yang baik employees will make a good business process as well.
juga. Dan dengan business process yang baik tentunya Furthermore, a good business process can certainly
bisa membuat suatu standardisasi dan menghindari create a standardization and avoid reducing the quality
penurunan kualitas kerja people/pegawai. of work of people/employees.
Kedua hal di atas (people and process) erat hubungan The two matters above (people and process) are
nya dan interaksi keduanya harus cepat dan akurat, closely related and their interactions shall be fast
sehingga untuk proses transformasi tersebut and accurate, therefore, such transformation process
diperlukan bantuan teknologi, berupa pengembangan needs technology assistance in the form of developing
dan penyediaan sistem yang dapat mempermudah and providing systems that can facilitate decision
pengambilan keputusan dan simplifikasi proses bisnis making and simplify the business process in Garuda
di internal Garuda Indonesia. Indonesia’s internal environment.
2. Revenue Enhancement 2. Revenue Enhancement

Peningkatan pendapatan dilakukan melalui perluasan The increase in revenue is done through market
pasar, memperbaiki produk, merubah cara berjualan, expansion, improving products, changing the way
menutup kebocoran-kebocoran dan ketidakefisienan, of selling, closing leaks and inefficiencies, running
menjalankan Business Integrated Logistic (bukan hanya Business Integrated Logistics (not just Cargo), and New
Kargo), dan New Business yang berhubungan dengan Business related to the air transportation world. In the
dunia transportasi udara. Ke depannya, pegawai Garuda future, Garuda Indonesia employees are required to
Indonesia dituntut untuk dapat merubah mind set lama be able to change their old mindset and execute new
dan mengeksekusi ide-ide baru yang muncul (Dare to emerging ideas (Dare to change to initiate new things).
change to initiate new things).
3. Redefine Cost Structure Based on Shared Service 3. Redefine Cost Structure Based on Shared Service
Organizations Organizations
Memperbaiki struktur biaya melalui organisasi Improve cost structure through shared-service based
yang berbasis shared service, termasuk sentralisasi organizations, including centralized procurement,
pengadaan, sehingga dapat meningkatkan kepuasan in order to increase customer internal satisfaction
internal customer yang akhirnya berujung peningkatan which ultimately results in increased external customer
kepuasan external customer. satisfaction.

ASPEK PEMASARAN MARKETING ASPECT
STRATEGI PEMASARAN MARKETING STRATEGIES

Target pemasaran Garuda Indonesia pada tahun 2019, Garuda Indonesia’s marketing target in 2019 focused on
memfokuskan kepada promosi untuk meningkatkan promotion to increase awareness and sales revenue by
awareness dan revenue penjualan dengan mengangkat raising the magnitude theme of “From Branding to Selling”,
tema besaran berupa “From Branding to Selling” dengan with its four main programs as follows:
empat program utama, yaitu:
1. Build Branding and Purchase Intention 1. Build Branding and Purchase Intention
Dengan mengangkat tema destinasi dan budaya By raising the theme of Indonesian destinations
Indonesia agar lebih dikenal masyarakat luas baik and culture in order to be well-known by the wider
dalam maupun luar negeri melalui aktivasi offline community both at home and abroad through offline
maupun online. Selain itu, dengan memperluas jaringan and online activities. Furthermore, by expanding the
penerbangan baik international maupun domestik serta international and domestic aviation network and
melakukan campaign ke masyarakat melalui media campaigning to the public through digital media,
digital, mobile apps, serta website Garuda Indonesia. mobile apps, and Garuda Indonesia website.
2. One Stop Solution for Corporate Needs 2. One Stop Solution for Corporate Needs
Menjalin kerja sama dengan memberikan nilai tambah Establishing cooperation by providing added value to
kepada instansi pemerintahan, BUMN dan juga swasta government agencies, SOE, and also the private sector
untuk memenuhi kebutuhan korporasi dalam melakukan to meet the corporate needs in traveling.
perjalanan.
3. More Tactical Program To Increase Revenue 3. More Tactical Programs To Increase Revenue
Membuat inovasi baru berupa program maupun acara Creating new innovations in the form of programs and
taktikal dengan fokus kepada generasi milenial serta tactical events with a focus on millennials and family
family traveler untuk terbang bersama Garuda Indonesia travelers to fly with Garuda Indonesia and improve
serta meningkatkan layanan bagi penumpang. services for passengers.
4. Leverage Service and Optimize Capabilities 4. Leverage Service and Optimize Capabilities
Memaksimalkan potensi kerja sama antar unit usaha Maximizing the potential for cooperation between
di Garuda Indonesia Group pada program atau event business units in Garuda Indonesia Group in certain
tertentu untuk mengoptimalkan promosi maupun programs or events to optimize promotions and
kerja sama serta pelayanan bagi para penumpang. cooperation as well as services for passengers.
Mengacu dari tema besaran strategi pemasaran untuk tahun Referring to the magnitude theme of the marketing strategy
2019 yaitu “From Branding to Selling”, Garuda Indonesia for 2019, which is “From Branding to Selling”, Garuda
memfokuskan kepada promosi untuk meningkatkan Indonesia focuses on promotion to increase awareness
awareness yang pada akhirnya diharapkan dapat which in turn is expected to increase the Company’s revenue.
meningkatkan revenue Perseroan. Target market Garuda Garuda Indonesia’s target market in 2019 was millennial
Indonesia pada tahun 2019 adalah milenials traveller, travelers, business travelers, and family travelers. This year,
business traveller, dan family traveller. Tahun ini, milenials millennial travelers are included in one of Garuda Indonesia’s
traveller dimasukkan ke dalam salah satu target pasar target markets because they have great potential for the
Garuda Indonesia dikarenakan potensi besar untuk jangka long-term. To support this matter, a number of strategies
panjang. Mendukung hal tersebut beberapa strategi yang are outlined in the form of a program to increase passenger
dituangkan dalam bentuk program untuk meningkatkan satisfaction while flying with Garuda Indonesia, among
kepuasan penumpang selama terbang dengan Garuda others:
Indonesia, di antaranya:
1. Signature Dish Indonesia 1. Indonesian Signature Dish
Merupakan menyuguhan menu makanan khusus khas This is a special Indonesian menu for passengers in a
Indonesia bagi para penumpang pada periode yang predetermined period.
sudah ditentukan.

2. #GIACCOUSTIC 2. #GIACCOUSTIC
Merupakan rangkaian aktivasi yang diberikan bagi This is a series of activities given to passengers on
penumpang pada penerbangan khusus, untuk special flights, to provide additional entertainment.
memberikan hiburan tambahan.
3. Ekspedisi Tangkahan 3. Tangkahan Expedition
Merupakan program CSR Garuda Indonesia dalam This is a Garuda Indonesia CSR program in the form of
bentuk sumbangan buku bagi teman-teman yang book donations for our friends in Tangkahan, North
berada di Tangkahan, Sumatera Utara. Sumatra.
4. WiFi on board 4. WiFi on board
Memberikan fasilitas tambahan bagi penumpang agar This provides additional facilities for passengers to
tetap bisa tersambung dengan internet selama dalam stay connected to the internet while in flight.
penerbangan.
5. Al-Quaran on Board 5. Al-Quran on Board
Pada bulan puasa, Garuda Indonesia memberi fasilitas During the fasting month, Garuda Indonesia provides
tambahan bagi penumpang yang sedang menjalankan additional facilities for passengers who are fasting by
ibadah puasa dengan menyediakan Al-Quran yang providing Al-Quran that can be used during flights.
dapat digunakan pada saat penerbangan.
6. Kebaya Pertiwi dan Puspa Nusantara (seragam tematik) 6. Kebaya Pertiwi and Puspa Nusantara (thematic
uniforms)
Sebagai salah satu bentuk pelestarian budaya As a form of preservation of Indonesian culture by
Indonesia dengan membawa budaya Indonesia ke bringing Indonesian culture into Garuda Indonesia
dalam penerbangan Garuda Indonesia dalam bentuk flights in the form of a cabin crew uniform design
desain seragam cabin crew menggunakan tenun dan using weaving and kebaya.
kebaya.
7. CEO Serving on Board 7. CEO Serving on Board
CEO ikut serta dalam penerbangan dan memberikan The CEO participates in flights and provides special
layanan spesial bagi penumpang di penerbangan services for passengers on certain flights within the
tertentu dalam rangka hari Pelanggan. Customer’s day.
8. #pulangnyaman 8. #pulangnyaman
Dalam rangka menyambut Hari Raya Idul Fitri 2019, In order to welcome the 2019 Eid Al-Fitr, one of the
salah satu yang menjadi rutinitas dan budaya dari routines and cultures of the people in Indonesia is going/
masyarakat di Indonesia adalah mudik/pulang returning to hometown. Garuda Indonesia displays a
kampung. Garuda Indonesia menampilkan video yang video that shows the ease of flying and going home
menunjukkan kemudahan untuk terbang dan mudik with Garuda Indonesia starting from Pre Journey to
bersama Garuda Indonesia dimulai dari layanan Pre Post Journey services.
Journey sampai dengan Post Journey.
9. Great Experience with neo | Airbus a330-900neo 9. Great Experience with neo | Airbus a330-900neo
Penambahan armada untuk meningkatkan layanan The addition of fleet to improve services and
serta konektivitas destinasi-destinasi Garuda Indonesia connectivity of Garuda Indonesia destinations to meet
untuk memenuhi permintaan baik domestik maupun both domestic and international demand.
international.
PANGSA PASAR MARKET SHARE

Pertumbuhan industri penerbangan tahun 2019 mengalami The aviation industry growth in 2019 experienced an
peningkatan dan penurunan pada beberapa rute. Khususnya increase and a decrease on several routes. In particular,
di Garuda Indonesia mengalami peningkatan pangsa pasar Garuda Indonesia experienced an increasing market share
pada rute-rute domestik sebesar 2,08% serta mengalami in domestic routes by 2.08% and a decrease in international
penurunan pada rute-rute internasional sebesar 2,19% jika routes by 2.19% when compared to 2018 data.
dibandingkan dengan data tahun 2018.

Garuda Indonesia Grup pada tahun 2019 terbang ke 22 (dua Garuda Indonesia Group in 2019 flew to 22 (twenty-two)
puluh dua) rute internasional dan 48 (empat puluh delapan) international routes and 48 (forty-eight) domestic routes
rute domestik dengan lebih dari 12 (dua belas) negara. in more than 12 (twelve) countries.
Grafik Total Penumpang Garuda Indonesia Grup (dalam jutaan pax)

Chart of Total Garuda Indonesia Group Passenger (in millions of pax)
12,22
14,83
19,41
19,49
19,17
12,27
18,91
11,08
9,37
15,40
4,79
4,70
4,43
4,27
4,17
2015 2016 2017 2018 2019
Garuda Domestik | Garuda Domestic Garuda Internasional | Garuda International Citilink
Tabel Total Penumpang Garuda Indonesia

Table of Total Passengers of Garuda Indonesia
(dalam pax) | (in pax)
Pertumbuhan
SEGMENTASI OPERASIONAL CAGR Growth
2019 2018 2017 2016 2015
OPERATIONAL BY SEGMENT (%) 2018-2019
(%)
GRUP GARUDA INDONESIA

GARUDA INDONESIA GROUP
Total Penumpang
31.894.383 38.444.358 36.237.704 34.999.847 32.961.027 (0,82) (17,04)
Pax Carried
GARUDA INDONESIA DOMESTIK

GARUDA INDONESIA DOMESTIC
Total Penumpang
15.403.526 18.912.877 19.172.026 19.487.372 19.412.993 (5,62) (18,56)
Pax Carried
GARUDA INDONESIA INTERNATIONAL

GARUDA INDONESIA INTERNASIONAL
Total Penumpang
4.267.078 4.700.708 4.790.904 4.433.049 4.173.069 0,56 (9,22)
Pax Carried
GARUDA INDONESIA MAINBRAND
Total Penumpang
19.670.604 23.613.585 23.962.930 23.920.421 23.586.062 (4,44) (16,70)
Pax Carried
CITILINK
Total Penumpang
12.223.779 14.830.773 12.274.774 11.079.426 9.374.965 6,86 (17,58)
Pax Carried
Pada tahun 2019 jumlah penumpang Garuda Indonesia In 2019, the number of Garuda Indonesia passengers
untuk penerbangan domestic (direct flight) mencapai 15,40 for domestic flights (direct flight) reached 15.40 million
juta penumpang, turun sebesar 18,56% jika dibandingkan passengers, a decrease of 18.56% when compared to the
dengan jumlah penumpang pada tahun 2018 yang number of passengers in 2018 which amounted to 18.91
sebesar 18,91 juta penumpang. Demikian pula dengan million passengers. Similarly, international flights in 2019
penerbangan internasional tahun 2019 yang mencapai reached 4.27 million passengers, a decrease of 9.22%
4,27 juta penumpang, turun sebesar 9,22% dibandingkan compared to the number of passengers in 2018 which
jumlah penumpang tahun 2018 yang sebesar 4,70 juta amounted to 4.70 million passengers. While Citilink had
penumpang. Sedangkan Citilink memiliki jumlah penumpang a total of 12.22 million passengers in 2019, a decrease of
sebesar 12,22 juta di tahun 2019, turun sebesar 17,58% 17.58% compared to the number of passengers in 2018

dibandingkan dengan jumlah penumpang pada tahun 2018 of 14.83 million passengers. Overall, Garuda Indonesia
sebesar 14,83 juta penumpang. Secara menyeluruh Garuda Group flew 31.89 million passengers in 2019, a decrease
Indonesia Group menerbangkan 31,89 juta penumpang of 17.04% when compared to the number of passengers
di tahun 2019, turun sebesar 17,04% jika dibandingkan in 2018 of 38.44 million passengers. The decrease in
dengan jumlah penumpang pada tahun 2018 sebesar 38,44 passenger numbers is in line with the Company’s strategy by
juta penumpang. Penurunan jumlah penumpang ini sejalan adjusting production capacity while increasing flight fares
dengan strategi Perseroan dengan melakukan penyesuaian in the domestic market. Tariff adjustments in the domestic
kapasitas produksi saat meningkatnya tarif penerbangan di market caused a decrease in the number of passengers but
domestik. Penyesuaian tarif dipasar domestik menyebabkan improved the Company’s financial performance.
penurunan jumlah penumpang namun memperbaiki kinerja
keuangan Perseroan.
Di tengah kondisi pasar yang menurun pada tahun 2019, Amid the declining market conditions in 2019, the Company
Perseroan meningkatkan pangsa pasar domestik sebesar increased its domestic market share by 3.22% to 42.40%
3,22% menjadi sebesar 42,40% dibandingkan tahun compared to that of 2018. Garuda Indonesia Domestic
2018. Garuda Indonesia Domestik memberikan kontribusi contributed 29.14% while Citilink contributed 13.26%.
sebesar 29,14% sedangkan Citilink memberikan kontribusi The biggest increase in domestic market share came from
sebesar 13,26%. Peningkatan pangsa pasar domestik the flight areas of Jakarta, Medan, and Surabaya.
terbesar berasal dari penerbangan area Jakarta, Medan
dan Surabaya.
Pada pasar Internasional, Garuda Indonesia memiliki In the international market, Garuda Indonesia has a market
pangsa pasar sebesar 21,34% atau menurun sebesar share of 21.34% or a decrease of 2.19% compared to that
2,19% dibandingkan tahun 2018 Penurunan pangsa of 2018. The largest decline in international market share
pasar internasional terbesar berasal dari penerbangan came from the flight areas of European, Chinese, Southeast
area Eropa, Cina Asia Tenggara sedangkan pangsa pasar Asia, while the market share in Japanese & Korea and Middle
pada penerbangan area Jepang & Korea dan Timur Tengah Eastern flights increased.
mengalami peningkatan.
Tabel Pangsa Pasar
Table of Market Share
Pangsa Pasar Garuda Indonesia (%)
Wilayah Garuda Indonesia Market Share (%)
Region
2019 2018 +/- ppts
Medan (MES) 30,56 27,71 2,85
Jakarta (JKT) 34,56 30,97 3,59
Surabaya (SUB) 24,29 23,38 0,90
Makasar (UPG) 20,56 20,79 (0,23)
Garuda Indonesia Domestik
29,14 27,05 2,08
Garuda Indonesia Domestic
CItilink 13,26 12,12 1,14
Asia Tenggara (ASA)
12,24 14,94 (2,71)
South East Asia (ASA)
Jepang dan Korea (JPK)
51,11 44,89 6,22
Japan and Korea (JPK)
Tiongkok, Taiwan, dan Hongkong (CTH)
27,61 31,88 (4,27)
China, Taiwan and Hongkong (CTH)
Pasifik Barat Daya (Australia)/SWP
22,30 25,68 (3,38)
South West Pacific (Australia)/SWP
Eropa (EUR)
29,53 35,58 (6,05)
Europe (EUR)
Timur Tengah (MEA)
29,82 29,69 0,14
Middle East (MEA)
Garuda Indonesia Internasional
21,34 23,54 (2,19)
Garuda Indonesia International
TOTAL
26,97 26,23 0,73
TOTAL
Sumber: Otoritas Bandar Udara, masuk/keluar Jakarta (CGK), Denpasar (DPS), Surabaya (SUB), Balikpapan (BPN), Medan (MES), Hanya Rute Penerbangan Langsung Garuda Indonesia
Source: Airport Authority, in/out Jakarta (CGK), Denpasar (DPS), Surabaya (SUB), Balikpapan (BPN), Medan (MES), Only Garuda Indonesia Direct Flight Routes

Diagram Pangsa Pasar Domestik

Diagram of Domestic Market Share
(dalam % | in %)
72,95 70,86
27,05 29,14
2018 2019
Lainnya/Others Garuda Indonesia Lainnya/Others Garuda Indonesia
Diagram Pangsa Pasar Internasional

Diagram of International Market Share
(dalam % | in %)
76,46 78,66
23,54 21,34
2018 2019
Lainnya/Others Garuda Indonesia Lainnya/Others Garuda Indonesia

TINJAUAN OPERASI OPERATIONAL OVERVIEW PER

PER SEGMEN USAHA BUSINESS SEGMENT
Segmen yang dilaporkan Perseroan merupakan kegiatan The segments reported by the Company are activities
berdasarkan operasi penerbangan, jasa pemeliharaan based on flight operations, aircraft maintenance services,
pesawat dan operasi lain-lain. Berikut ini adalah operasional and other operations. Below are the operations according
menurut setiap segmen yang dapat dilaporkan. to each reporting segment.
OPERASI PENERBANGAN FLIGHT OPERATIONS
PENJELASAN OPERASI PENERBANGAN EXPLANATION OF AVIATION OPERATIONS

Segmen operasi penerbangan meliputi angkutan udara The aviation operations segment includes scheduled and
niaga berjadwal dan tidak berjadwal untuk penumpang, non-scheduled commercial air transportation for passengers,
barang dan pos dalam negeri dan luar negeri. goods, and mail, domestically and internationally.
Jasa penerbangan berjadwal menyediakan jasa penerbangan Scheduled flight services provide passenger flight services
penumpang dengan layanan Full Service Carrier (FSC). with Full Service Carrier (FSC). Specifically for passenger
Khusus untuk layanan jasa penerbangan penumpang di flight services in the Low Cost Carrier (LCC) segment, the
segmen Low Cost Carrier (LCC) dilayani oleh Perseroan Company serves through its subsidiary, Citilink. Furthermore,
melalui entitas anak Citilink. Selain itu jasa penerbangan scheduled flight services also provide cargo services, excess
berjadwal juga memberikan layanan kargo, kelebihan bagasi baggage, and delivery of mails and documents.
dan pengantaran surat dan dokumen.
Jasa penerbangan tidak berjadwal berpenumpang memiliki Non-scheduled passenger flight services have domestic
tujuan domestik dan internasional khusus untuk para and international destinations specifically for pilgrims (hajj
rombongan jamaah haji (layanan haji) dan layanan charter. services) and charter services.
PRODUKSI OPERASI PENERBANGAN FLIGHT OPERATIONS PRODUCTION

Uraian mengenai produksi penerbangan disajikan sebagai Description of flight production is explained as follows:
berikut:
Tabel Indikator Operasional Penerbangan Berjadwal
Table of Operational Indicator of Non-Scheduled Airline Services
Pertumbuhan
Segmentasi Operasi CAGR
2019 2018 2017 2016 2015 Growth
Operation Segmentation (%)
2018-2019 (%)

Utilisasi Armada/Aircraft Utilization (Jam/hour) 07,42 09,35 09,36 08,58 09,01 08,58 (01,53)
Tingkat Ketepatan Waktu/ On-Time Performance (%) 91,20 89,00 86,40 89,51 87,99 88,82 2,20 pp
Jumlah Penumpang (Passenger) 31.894.383 38.444.358 36.237.704 34.999.847 32.961.027 (0,82) (17,04)
Available Seat Kilometers/ASK (000) 57.067.267 64.458.149 62.024.997 58.745.079 51.868.190 2,42 (11,47)
Revenue Pax-Kilometer/RPK (000) 42.391.071 48.511.200 46.300.222 43.371.834 40.049.122 1,43 (12,62)
Tingkat Keterisian/Seat Load Factor (%) 74,28 75,26 74,65 73,83 77,21 75,05 (0,98) pp
Frekuensi/Frequency 233.320 290.113 281.135 274.696 250.088 (1,71) (19,58)
Bahan Bakar Digunakan/Fuel Burned (Liter) 1.870.647.338 2.177.655.374 2.147.857.271 2.057.218.805 1.853.646.708 0,23 (14,04)
Block Hours 507.079 620.787 604.231 570.517 517.955 (0,53) (18,31)
Yield Penumpang/Passenger Yield (US cent) 7,97 6,63 6,71 6,93 7,46 1,67 20,21
Cost per ASK/CASK (US cent) 6,42 6,10 5,87 5,87 6,40 0,08 5,25
CASK-Ex Fuel (US cent) 4,45 4,06 4,13 4,36 4,52 (0,39) 9,61
Harga Bahan Bakar/Fuel Price (US cent/Liter) 59,93 60,40 50,35 42,97 52,38 3,43 (0,84)
Nilai Tukar/Exchange Rate (IDR/USD) 14.143 14.267 13.381 13.305 13.365 1,42 (2,57)
Jumlah Kargo/Cargo Carried (kg) 335.763.976 453.776.834 446.759.783 415.824.003 351.740.701 (1,16) (26,01)
Mail Carried (kg) 13.664.127 16.753.098 12.958.357 13.893.905 12.427.166 2,40 (18,44)
Freight Carried (kg) 322.099.849 437.023.736 433.801.426 401.930.098 339.313.535 (1,29) (26,30)
Cargo Load Factor/CLF (%) 41.89 59.86 59.40 54.22 47.52 41,89 (17,97) pp
Cargo Yield (US cent) 43,83 29,67 27,59 29,09 32,01 8,17 47,72

Tabel Indikator Operasional Penerbangan Berjadwal

Pertumbuhan
Segmentasi Operasi CAGR
2019 2018 2017 2016 2015 Growth
Operation Segmentation (%)
2018-2019 (%)
Garuda Indonesia Domestic

Available Seat Kilometers/ASK (000) 17.673.283 22.298.132 23.008.402 22.672.923 21.894.433 (5,21) (20,74)
Revenue Pax-Kilometer/RPK (000) 13.822.829 16.634.147 16.732.657 16.860.988 16.966.525 (4,99) (16,90)
Tingkat Keterisian/Seat Load Factor (%) 78,21 74,60 72,72 74,37 77,49 75,48 3,61 pp
CASK-Ex Fuel (US cent) 5,78 5,16 5,01 5,29 5,13 3,05 12,02
Garuda Indonesia International

Jumlah Penumpang (Passenger) 4.267.078 4.700.708 4.790.904 4.433.049 4.173.069 0,56 (9,22)
Jumlah Kargo/Cargo Carried (kg) 91.338.074 121.562.238 117.819.617 95.852.444 70.060.171 6,86 (24,86)
Yield Penumpang/Passenger Yield (US cent) 6,14 6,07 6,23 6,38 6,98 (3,15) 1,10
Cost per ASK/CASK (US cent) 5,78 5,66 5,44 5,51 6,30 (2,15) 2,07
Garuda Indonesia Mainbrand

Revenue Pax-Kilometer/RPK (000) 32.505.794 36.610.228 36.508.414 34.790.322 32.752.547 (0,19) (11,21)
Tingkat Keterisian/Seat Load Factor (%) 74,01 73,09 73,38 73,14 76,64 74,05 0,92 pp
Cost per ASK/CASK (US cent) 6,69 6,43 6,16 6,21 6,74 (0,18) 4,04
CITILINK
Jumlah Penumpang (Passenger) 12.223.779 14.830.773 12.274.774 11.079.426 9.374.965 6,86 (17,58)
Frekuensi/Frequency 91.067 96.088 82.363 78.784 64.599 8,96 (5,23)
Jumlah Kargo/Cargo Carried (kg) 65.947.800 84.466.274 75.766.968 74.234.227 55.441.444 4,43 (21,92)
CASK-Ex Fuel (US cent) 3,70 2,91 2,99 2,88 3,09 4,63 27,27

PENERBANGAN BERJADWAL SCHEDULED AIRLINE SERVICES
JUMLAH PENUMPANG PASSENGERS CARRIED

Di tahun 2019, Perseroan berhasil menerbangkan sebanyak In 2019, the Company managed to fly as many as 31.89
31,89 juta penumpang, menurun 17,04% dibandingkan million passengers, a decrease of 17.04% compared to
tahun 2018 sebanyak 38,44 juta penumpang. Pertumbuhan that of 2018 of 38.44 million passengers. The average
rata-rata (CAGR) jumlah penumpang penerbangan berjadwal growth (CAGR) of scheduled passenger flights from 2015
sejak tahun 2015 sampai dengan tahun 2019 terhitung to 2019 accounted for 0.82%. The decrease in passenger
sebesar (0,82%). Penurunan jumlah penumpang tersebut numbers was due to passengers were shifting from air
disebabkan oleh shifting penumpang dari moda transportasi transportation to land transportation modes due to the
udara ke moda transportasi darat karena penyesuaian tarif domestic flight tariff adjustments and supported by better
penerbangan domestik dan didukung oleh infrastruktur toll road infrastructure in Indonesia.
jalan tol yang lebih baik di Indonesia.
REVENUE PAX-KILOMETER (RPK) DAN AVAILABLE SEAT REVENUE PAX-KILOMETER (RPK) AND AVAILABLE SEAT
KILOMETERS (ASK) KILOMETERS (ASK)
RPK tahun 2019 sebesar 42.39 miliar, menurun 12,62% RPK 2019 was 42.39 billion, a decrease of 12.62% compared
dibandingkan dengan tahun 2018 sebesar 48,51 miliar. to that of 2018 of 48.51 billion. Similarly, the 2019 ASK
Demikian pula dengan ASK tahun 2019 sebesar 57,07 was 57.07 billion, a decrease of 12.62% compared to that
miliar, menurun 12,62% dibandingkan dengan tahun 2018 of 2018 of 64.46 billion. The decrease was caused by
sebesar 64,46 miliar. Penurunan tersebut disebabkan oleh the adjustment of production capacity performed by the
penyesuaian kapasitas produksi yang dilakukan Perseroan Company with the aim of balancing supply and demand
dengan tujuan menyeimbangkan supply and demand atas over the impact of domestic flight tariff adjustments.
dampak penyesuaian tarif penerbangan domestik.
TINGKAT ISIAN PENUMPANG SEAT LOAD FACTOR

Tingkat isian penumpang tahun 2019 sebesar 74,28%, The seat load factor in 2019 was 74.28%, a slight decrease
sedikit mengalami penurunan sebesar 0,98 pp dibandingkan of 0.98 pp compared to that of 2018 of 75.26%. The
tahun 2018 sebesar 75,26%. Penurunan tersebut disebabkan decrease was due to passengers were shifting from air
oleh shifting penumpang dari moda transportasi udara transportation to land transportation modes due to the
ke moda transportasi darat karena penyesuaian tarif domestic flight tariff adjustments and supported by better
penerbangan domestik dan didukung oleh infrastruktur toll road infrastructure in Indonesia. However, the Company
jalan tol yang lebih baik di Indonesia. Namun Perseroan maintains the reduced seat load factor by adjusting the
menjaga penurunan tingkat keterisian dengan penyesuian production capacity to balance supply and demand.
kapasitas produksi untuk menyeimbangkan supply and
demand.
FREKUENSI PENERBANGAN BERJADWAL FREQUENCY OF SCHEDULED AIRLINE SERVICES

Frekuensi penerbangan berjadwal pada tahun 2019 sebesar The frequency of scheduled flights in 2019 was 233,320
233.320 penerbangan, menurun 19,58% dibandingkan flights, a decrease of 19.58% compared to that of 2018
tahun 2018 sebesar 290.113 penerbangan. Penurunan of 290,113 flights. The decline was due to adjustments in
tersebut karena penyesuian kapasitas produksi untuk production capacity to balance supply and demand.
menyeimbangkan supply and demand.
LAYANAN KARGO CARGO SERVICE

Jumlah kargo pada tahun 2019 sebesar 335,76 juta kg, Total cargo in 2019 was 335.76 million kg, a decrease of
menurun 26,01% dibandingkan tahun 2018 sebesar 26.01% compared to that of 2018 of 453.78 million kg.
453,78 juta kg. Penurunan tersebut sejalan dengan The decline was in line with the capacity adjustment. Along
penyesuian kapasitas produksi. Seiring dengan menurunnya with the declining number of the Company’s production,
jumlah produksi Perseroan, bisnis kargo juga mengalami the cargo business also experienced the same due to it was
hal demikian karena masih di dominasi bisnis kargo belly. still dominated by the belly cargo business.

PENERBANGAN TIDAK BERJADWAL NON-SCHEDULED AIRLINE SERVICES

Jemaah haji tahun 2019 sebanyak 110.308 jemaah, Hajj pilgrims in 2019 were as many as 110,308 pilgrims,
meningkat dibandingkan dengan tahun 2018 sebanyak an increase compared to that of 2018 as many as 107,606
107.606 jemaah. Peningkatan tersebut karena adanya pilgrims. The increase was due to the addition of the
tambahan kuota haji Indonesia dari Pemerintah Arab Saudi Indonesian hajj quota from the Government of Saudi Arabia
pada saat menjelang beroperasinya haji tahun 2019. on the eve of hajj in 2019.
Tabel Indikator Operasional Penerbangan Tidak Berjadwal
(dalam satuan jemaah) | (in pilgrims person)
Pertumbuhan
Uraian CAGR Growth
2019 2018 2017 2016 2015
Description (%) 2018-2019
(%)
Jemaah Haji
110.308 107.606 107.525 78.772 82.833 7,42 2.702
Hajj Pilgrims
LAYANAN CHARTER CHARTER SERVICES

Layanan charter Garuda Indonesia Group tahun 2019 Garuda Indonesia Group charter services in 2019 were
sebesar 1.682 penerbangan, menurun 45,58% dibandingkan 1,682 flights, a decrease of 45.58% compared to that of
dengan tahun 2018 sebesar 1.187 penerbangan. Penurunan 2018 of 1,187 flights. The decrease was caused by the
tersebut disebabkan oleh penyesuaian kapasitas produksi capacity adjustment performed by the Company with the
yang dilakukan Perseroan dengan tujuan menyeimbangkan aim of balancing supply and demand.
supply and demand.
Tabel Indikator Operasional Penerbangan Charter
Table of Operational Indicator of Charter Flight Operation
(dalam satuan penerbangan) | (in charter flight unit)
Pertumbuhan
Uraian CAGR Growth
2019 2018 2017 2016 2015
(%)
Garuda Indonesia Group 646 1.187 1.682 672 883 (7,52) (45,58)
Garuda Indonesia Mainbrand 256 737 1.121 537 639 (20,44) (65,26)
Citilink 390 450 561 135 244 12,44 (13,33)
PENDAPATAN OPERASI PENERBANGAN FLIGHT OPERATIONS REVENUES

Pendapatan usaha segmen operasi penerbangan tahun 2019 Operating revenue of flight operations segment in 2019
sebesar USD4,02 miliar, meningkat 5,98% dibandingkan was USD4.02 billion, an increase of 5.98% compared to
dengan tahun 2018 sebesar USD3,80 miliar. Peningkatan that of 2018 which was USD3.80 billion. The increase
tersebut berasal dari pertumbuhan penerbangan berjadwal came from the growth of scheduled flights of 6.92% or
sebesar 6,92% atau USD244,08 juta. USD244.08 million.
Tabel Pendapatan Usaha Segmen Operasi Penerbangan

Table of Revenues from Flight Operation Segment
(dalam USD Penuh) | (in Full USD)
Pertumbuhan
Growth
Uraian CAGR
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD (%)
Penerbangan Berjadwal
3.773.399.072 3.529.322.999 3.401.980.804 3.279.806.762 3.208.469.733 4,14 244.076.073 6,92
Scheduled Airline Services
Penerbangan Tidak Berjadwal

249.906.152 266.866.623 301.498.970 192.145.848 261.899.138 (1,17) (16.960.471) (6,36)
Non-Scheduled Airline Services
Total 4.023.305.224 3.796.189.622 3.703.479.774 3.471.952.610 3.470.368.871 3,77 227.115.602 5,98
*) Restated

Jumlah pendapatan penerbangan berjadwal tahun 2019 Total scheduled airline services revenue in 2019 was
sebesar USD3,77 miliar, meningkat 6,92% dibandingkan USD3.77 billion, an increase of 6.92% compared to that
tahun 2018 sebesar USD3,53 miliar. Peningkatan tersebut of 2018 of USD3.53 billion. The increase was due to the
karena kenaikan tarif penumpang yang meningkat sebesar increase in passenger fares which increased by 20.21%
20.21% dibandingkan tahun 2018. Kenaikan tarif terbesar compared to that of 2018. The largest tariff increase came
berasal dari penerbangan Citilink yang meningkat sebesar from Citilink flights which increased by 44.63% compared
44,63% dibandingkan tahun sebelumnya dan disusul oleh to previous year and Garuda Indonesia domestic flights
penerbangan Garuda Indonesia domestik yang meningkat which increased by 29.42% compared to previous year.
sebesar 29,42% dibandingkan tahun sebelumnya.
Tabel Pendapatan Penerbangan Berjadwal

Table of Scheduled Airlines Services Revenue
Pertumbuhan
Growth
Uraian CAGR
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD (%)
Penumpang
3.446.461.503 3.263.771.642 3.156.243.845 3.050.741.703 3.010.797.527 3,44 182.689.861 5,60
Passenger
Kargo dan Dokumen

326.937.569 265.551.357 245.736.959 229.065.059 197.672.206 13,40 61.386.212 23,12
Cargo and Document
Total Penerbangan Berjadwal

3.773.399.072 3.529.322.999 3.401.980.804 3.279.806.762 3.208.469.733 4,14 244.076.073 6,92
Total Scheduled Airline Services
Persentase dari Jumlah Pendapatan (%)

82,52 81,50 81,44 84,88 84,10
Percentage from Total Revenue (%)
*) Restated
Jumlah pendapatan penerbangan tidak berjadwal Total non-scheduled airline services revenue in 2019 was
tahun 2019 sebesar USD249,91 juta, menurun 6,36% USD249.91 million, a 6.36% decrease compared to that
dibandingkan tahun 2018 yang sebesar USD266,87 juta. of 2018 which amounted to USD266.87 million. The
Penurunan tersebut berasal dari pertumbuhan negatif decline came from negative charter growth of 74.28% or
charter sebesar 74,28% atau (USD45,17) juta. Penurunan (USD45.17) million. The decrease was caused by capacity
tersebut disebabkan oleh penyesuaian kapasitas produksi adjustment performed by the Company with the aim of
yang dilakukan Perseroan dengan tujuan menyeimbangkan balancing supply and demand.
supply and demand.
Tabel Pendapatan Penerbangan Tidak Berjadwal

Table of Non-Scheduled Airlines Services Revenue
Pertumbuhan
Growth
Uraian CAGR 2018-2019
2019 2018*) 2017 2016 2015
Description (%)
USD (%)
Haji
234.266.888 206.061.443 208.838.304 150.933.872 178.795.362 6,99 28.205.445 13,69
Hajj
Charter
15.639.264 60.805.180 92.660.666 41.211.976 83.103.776 (34,14) (45.165.916) (74,28)
Charter
Total Penerbangan Tidak Berjadwal

249.906.152 266.866.623 301.498.970 192.145.848 261.899.138 (1,17) (16.960.471) (6,36)
Total Non-Scheduled Airline Services

5,47 6,16 7,22 4,97 6,87
*) Restated

PROFITABILITAS OPERASI PENERBANGAN PROFITABILITY OF FLIGHT OPERATIONS

Hasil segmen operasi penerbangan tahun 2019 sebesar The result of flight operations segment in 2019 was
USD227,10 juta, meningkat 178,78% dibandingkan USD277.10 million, an increase of 178.78% compared
dengan tahun 2018 sebesar (USD288,27) juta. Peningkatan to that of 2018 of (USD288.27) million. The increase was
tersebut karena meningkatnya jumlah pendapatan sebesar due to the increase in revenue by 5.26% due to the rising
5,26% disebabkan kenaikan tarif penumpang terutama passenger fares, especially on domestic flights.
pada penerbangan domestik.
Tabel Profitabilitas Segmen Operasi Penerbangan
Table of Profitability of Flight Operation Segment
Pertumbuhan
Growth
2019 2018*) 2017 2016 2015
Description (%)
USD (%)
Jumlah Pendapatan
4.146.286.730 3.939.277.619 3.710.637.004 3.570.059.879 3.566.828.887 3,84 207.009.111 5,26
Total Revenue
Jumlah Beban
3.919.189.966 4.227.546.106 3.581.136.121 3.609.344.034 3.467.535.410 3,11 (308.356.140) (7,29)
Total Expenses
Hasil Segmen Operasi Penerbangan

227.096.764 (288.268.487) 129.500.883 (39.284.155) 99.293.477 22,98 515.365.251 178,78
Result of Flight Operation Segment
*) Restated
JASA PEMELIHARAAN PESAWAT AIRCRAFT MAINTENANCE SERVICES
PENJELASAN JASA PEMELIHARAAN PESAWAT DESCRIPTION OF AIRCRAFT MAINTENANCE

SERVICES
Segmen jasa pemeliharaan pesawat meliputi reparasi dan Aircraft maintenance services include aircraft reparation
pemeliharaan pesawat udara, baik untuk keperluan sendiri and maintenance, either to satisfy own needs or third
maupun untuk pihak ketiga. party’s needs.
PRODUKSI JASA PEMELIHARAAN PESAWAT AIRCRAFT MAINTENANCE SERVICES

PRODUCTION
Uraian mengenai produksi pemeliharaan pesawat disajikan Description of aircraft maintenance services is explained
sebagai berikut: as follows:
Tabel Indikator Operasional Jasa Pemeliharaan Pesawat

Table of Operational Indicator of Aircraft Maintenance Services
(dalam Satuan Events) | (in Event Units)
Pertumbuhan
Growth
2019 2018*) 2017 2016 2015
Description (%)
USD (%)
Line Maintenance 255.091 395.073 352.944 253.205 313.478 (5,02) (139.982) (35,43)
Airframe 394 440 1.596 1.576 1.251 (25,09) (46) (10,45)
Component 95.520 83.927 70.091 57.730 50.416 17,32 11.593 13,81
Engine 124 133 130 81 62 18,92 (9) (6,77)
Total 351.129 479.573 424.761 312.592 365.207 (0,98) (128.444) (26,78)
*) Restated

LINE MAINTENANCE LINE MAINTENANCE

Line maintenance tahun 2019 sebesar 255.091 events Line maintenance in 2019 was of 255,091 events, a decrease
menurun 35,43% dibandingkan dengan tahun 2018 sebesar by 35.43% compared to that of 2018 of 395,073 events.
395.073 events. Penurunan tersebut karena penyesuaian The decrease was due to capacity adjustment in aviation,
kapasitas produksi penerbangan sehingga berkurangnya thus, the number of line maintenance repairs was reduced.
jumlah perbaikan line maintenance.
AIRFRAME AIRFRAME
Pemeliharaan airframe tahun 2019 sebesar 394 events, Airframe maintenance in 2019 was of 394 events, a decrease
menurun 10,45% dibandingkan dengan tahun 2018 by 10.45% compared to that of 2018 of 440 events. The
sebesar 440 events. Penurunan tersebut karena Perseroan decline was because the Company and other airlines were
dan perusahaan penerbangan lainnya sedang menunda delaying the addition of planes to adjust production capacity.
penambahan pesawat untuk menyesuaikan kapasitas
produksi.
COMPONENT COMPONENT
Pemeliharaan component tahun 2019 sebesar 95.520 Component maintenance in 2019 was of 95,520 events,
events, meningkat 13,81% dibandingkan dengan tahun an increase of 13.81% compared to that of 2018 of
2018 sebesar 83.927 events. Peningkatan tersebut 83,927 events. The increase was because the Company
karena Perseroan sedang menjalankan strategi baru untuk was implementing a new strategy to develop component
mengembangkan usaha component dengan tujuan offset businesses with the aim of offsetting the reduction in line
penurunan bisnis line maintenance. maintenance business.
ENGINE ENGINE
Engine tahun 2019 sebesar 124 events, menurun 6,77% Engine in 2019 was of 124 events, a decrease of 6.77%
dibandingkan dengan tahun 2018 sebesar 133 events. compared to that of 2018 of 133 events. The decrease was
Penurunan tersebut karena penyesuaian kapasitas produksi due to capacity adjustment in aviation, thus, the number
penerbangan sehingga berkurangnya jumlah perbaikan of engine maintenance repairs was reduced.
engine maintenance.
PENDAPATAN JASA PEMELIHARAAN PESAWAT REVENUES FROM AIRCRAFT MAINTENANCE

SERVICES
Jumlah pendapatan jasa pemeliharaan pesawat tahun 2019 Total revenue from aircraft maintenance services in 2019
sebesar USD222,06 juta, meningkat 4,47% dibandingkan was USD222.06 million, an increase of 4.47% compared
dengan tahun 2018 sebesar USD212,56 juta. Peningkatan to that of 2018 amounting to USD212.56 million. The
tersebut karena meningkatnya jumlah pemeliharaan increase was due to the increasing number of aircraft
component pesawat. Dari segi komposisi, pendapatan component maintenance. In terms of composition, this
tersebut memberikan kontribusi sebesar 4,86% terhadap revenue contributed 4.86% to total operating revenues.
jumlah pendapatan usaha.
Tabel Pendapatan Segmen Jasa Pemeliharaan Pesawat

Table of Revenues of Aircraft Maintenance Services
Pertumbuhan
Growth
2019 2018*) 2017 2016 2015
Description (%)
USD (%)
Pemeliharaan dan Perbaikan Pesawat

222.061.060 212.564.858 161.550.939 114.301.915 78.627.738 29,64 9.496.202 4,47
Aircrafts repair and Maintenance

4,86 4,91 3,87 2,96 2,06 - - -
*) Restated

PROFITABILITAS JASA PEMELIHARAAN PROFITABILITY OF AIRCRAFT MAINTENANCE

PESAWAT SERVICES
Hasil segmen operasi jasa pemeliharaan pesawat The results of aircraft maintenance services operating
tahun 2019 sebesar USD19,67 juta, menurun 37,79% segment in 2019 amounted to USD19.67 million, a decrease
dibandingkan dengan tahun 2018 sebesar USD31,62 of 37.79% compared to that of 2018 amounting to USD31.62
juta. Penurunan tersebut karena penyesuaian kapasitas million. The decline was due to capacity adjustment in
produksi yang dilakukan perusahaan penerbangan sehingga aviation industry, resulting in a decrease in the number of
menurunnya jumlah pemeliharaan line maintenance dan line maintenance and an increase in overall fixed operational
meningkatnya biaya tetap operasional pemeliharaan secara costs for maintenance. In addition, there was an increase in
menyeluruh. Selain itu peningkatan biaya variable (material variable costs (material and subcontract) and the impact of
dan subkontrak) serta dampak likuiditas perusahaan airline liquidity that was still not good throughout 2019.
penerbangan yang masih kurang baik sepanjang 2019.
Tabel Pendapatan Segmen Jasa Pemeliharaan Pesawat

Table of Profitability of Aircraft Maintenance Services
Pertumbuhan
Growth
Uraian CAGR
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD (%)
Jumlah Pendapatan
519.484.485 470.019.783 439.281.242 388.875.193 305.726.745 14,17 49.464.699 10,52
Total Revenue
Jumlah Beban
499.812.301 438.395.993 437.134.606 305.848.265 255.335.348 18,28 61.416.308 14,01
Total Expenses
Hasil Segmen Operasi Jasa

19.672.184 31.623.790 2.146.636 83.026.928 50.391.397 (20,96) (11.951.609) (37,79)
Results of Operating Segment from
Aircraft Maintenance Services
*) Restated
OPERASI LAIN-LAIN OTHER OPERATING SEGMENT
PENJELASAN OPERASI LAIN-LAIN EXPLANATION OF OTHER OPERATING SEGMENT

Segmen operasi lain-lain menyediakan jasa penunjang Other operating segments provide operational support services
operasional angkutan udara niaga yang meliputi catering for commercial air transportation which include catering and
dan ground handling, jasa layanan, sistem informasi dan ground handling, services, information system, and other
jasa lainnya baik untuk keperluan sendiri maupun untuk services, either for own purposes or for third parties.
pihak ketiga.
PRODUKSI OPERASI LAIN-LAIN OTHER OPERATING PRODUCTION

Uraian mengenai produksi operasi lain-lain disajikan sebagai Description of other operating production is explained as
berikut. follows.
Tabel Indikator Operasional Operasi Lain-Lain

Table of Indicator of Other Operating Segment
Pertumbuhan
Growth
Uraian CAGR
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
Nominal (%)
Biro Perjalanan
Travel Agent
Tiket Penumpang
1.471.246 427.019 348.421 393.312 399.140 38,56 1.044.227 244,54
Passenger Ticket
Penumpang Tour
75.245 69.228 69.934 67.156 88.363 (3,94) 6.017 8,69
Tour Passenger
Penumpang Haji dan Umroh
1.359 1.192 1.539 5.316 3.868 (23,01) 167 14,01
Hajj and Umroh Passenger

Tabel Indikator Operasional Operasi Lain-Lain

Table of Indicator of Other Operating Segment
Pertumbuhan
Growth
Uraian CAGR
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
Nominal (%)
Total Tiket Penumpang

1.547.850 497.439 419.894 465.784 491.371 33,22 1.050.411 211,16
Total Passenger Ticket
Jumlah Travel Document
8.286 6.020 5.485 3.902 2.829 30,82 2.266 37,64
Total Travel Document
Jasa Boga
Catering Services
Garuda Indonesia Meal Uplift
24.886.729 29.041.641 28.761.027 28.369.192 27.465.066 (2,43) (4.154.912) (14,31)
Garuda Indonesia Meal Uplift
Non Garuda Indonesia Meal Uplift
9.393.769 7.375.402 6.278.931 5.866.545 5.050.228 16,78 2.018.367 27,37
Non Garuda Indonesia Meal Uplift
Cover Meal Industrial 9.881.808 8.888.595 5.776.238 7.044.711 8.812.400 2,90 993.213 11,17
Penumpang Commercial
2.349.937 1.644.657 1.836.568 - - N.A 705.280 42,88
Commercial Passenger
Total 46.512.243 46.950.295 42.652.764 41.280.448 41.327.694 3,00 (438.052) (0,93)
Pelayanan Penerbangan
Airline Related
Anggota GAMiles
7.961.157 3.423.113 1.716.768 1.895.070 1.583.412 49,74 4.538.044 132,57
GAMiles Member
Anggota SuperGreen
789.354 117.281 52.832 38.331 52.943 96,50 672.073 573,05
SuperGreen Member
Mileage Redeem GAMiles (juta)
3.908,19 4.871,05 2.065,99 2.383,20 2.566,94 11,08 (963) (19,77)
GAMiles Mileage Redeem (million)
Mileage Redeem SuperGreen (juta)
140,26 72,48 18,78 - - N.A 68 93,51
SuperGreen Mileage Redeem (million)
Partnership GAMiles
82 80 79 71 50 13,16 2 2,50
GAMiles Partnership
Hotel
Jumlah Kamar Tersedia

350.689 359.387 331.420 348.798 344.339 0,46 (8.698) (2,42)
Total Available Room
Occupancy Rate (%) 69,00 66,00 70,30 64,94 64,46 1,72 3 4,55
Jumlah Tamu
435.619 433.111 424.415 410.067 399.327 2,20 2.508 0,58
Total Guest
Transportasi
Transportation
Jumlah Transportasi
1.280 1.384 1.155 1.073 1.034 5,48 (104) (7,51)
Number of Vehicle
Jumlah Kilometer (juta)
37,87 36,92 35,22 31,15 27,94 7,90 1 2,56
Total Kilometer (million)
Ground Handling
Flight Handling (Penerbangan)

300.137 329.660 313.547 305.945 276.564 2,07 (29.523) (8,96)
Flight Handling (Flight)
Aircraft Handling Advice Note (AHAN)
(frekuensi)
650.459,00 569.460,00 222.963,39 201.079,09 194.029,75 35,31 80.999 14,22
Aircraft Handling Advice Note (AHAN)
(frequency)
Cargo Handling (ton) 44.458 28.619 19.543 21.552 25.890 14,47 15.839 55,35
Warehousing (ton) 346.283 372.586 322.942 179.122 133.057 27,01 (26.303) (7,06)
Booking Segment
Free Independent Traveler (FIT) 3.858.519 3.728.738 3.686.002 3.675.365 2.830.689 8,05 129.781 3,48
Group Booking 1.154.047 1.128.941 1.093.786 1.119.553 981.164 4,14 25.106 2,22
*) Restated
BIRO PERJALANAN TRAVEL AGENT

Jumlah tiket penumpang tahun 2019 sebesar 1,47 juta tiket The number of passenger ticket in 2019 was 1.47 million
naik 244,54% dibandingkan dengan tahun 2018 sebesar tickets, an increase of 244.54% compared to that of 2018
427,02 ribu tiket. Jumlah tiket terjual meningkat terutama of 427.02 thousand tickets. The number of tickets sold has
pada penjualan tiket di Aerotravel Retail Management increased, especially on ticket sales at Aerotravel Retail
pengelolaan Garuda Sales Outlet. Management, Garuda Sales Outlet management.

Jumlah tiket penumpang tour tahun 2019 sebesar 75.245 The number of passenger tour in 2019 was 75,245
penumpang naik 8,69% dibandingkan dengan tahun 2018 passenger, an increase of 8.69% compared to that of
sebesar 69.228 penumpang. Hal tersebut karena kenaikan 2018 of 69,228 passenger. This was due to the significant
penumpang tour signifikan yang terjadi di Garuda Orient increase in passenger tour that occurred at Garuda Orient
Holiday Japan dan Garuda Orient Holiday Korea. Holiday Japan and Garuda Orient Holiday Korea.
Jumlah tiket penumpang hajj and umroh tahun 2019 sebesar The number of passenger hajj and umroh in 2019 was
1.359 penumpang naik 14,01% dibandingkan dengan tahun 1,359 passenger, an increase of 14.01% compared to that
2018 sebesar 1.192 penumpang. Hal tersebut disebabkan of 2018 of 1,192 passenger. This was due to the increase
kenaikan traffic penjualan tiket umroh. of umroh ticket sales traffic.
Jumlah travel doc and others tahun 2019 sebesar 8.286 The number of travel doc and others in 2019 was 8,286,
naik 37,64% dibandingkan dengan tahun 2018 sebesar an increase of 37.64% compared to that of 2018 of 6,020.
6.020. Kenaikan tersebut karena penjualan travel document This was due to the increase in travel document sales.
yang meningkat.
JASA BOGA CATERING SERVICES

Garuda Indonesia meal uplift tahun 2019 sebesar 24,89 Garuda Indonesia meal uplift in 2019 was 24.89 million,
juta, turun 14,31% dibandingkan dengan tahun 2018 a decrease of 14.31% compared to that of 2018 of 29.04
sebesar 29,04 juta. Hal tersebut karena adanya penurunan million. This was due to the decrease in the number of
jumlah penerbangan Garuda Indonesia. Garuda Indonesia flights.
Non Garuda Indonesia meal uplift tahun 2019 sebesar 9,39 Non Garuda Indonesia meal uplift in 2019 was 9.39 million,
juta, naik 27,37% dibandingkan dengan tahun 2018 sebesar an increase of 27.37% compared to that of 2018 of 7.38
7,38 juta. Hal tersebut karena adanya peningkatan meal uplift million. This was due to the increase in meal uplift of Citilink
Citilink dan tambahan customer airline Non Garuda Indonesia . and additional Non Garuda Indonesia airline customers.
Cover meal industrial tahun 2019 sebesar 9,88 juta, naik The cover meal industrial in 2019 was 9.88 million, an
11,17% dibandingkan dengan tahun 2018 sebesar 8,89 increase of 11.17% compared to that of 2018 of 8.89
juta. Hal tersebut disebabkan peningkatan produksi karena million. This was due to the increase in production due to
adanya customer baru di bisnis town catering and oil mining. new customers in town catering and oil mining businesses.
Penumpang commercial tahun 2019 sebesar 2,35 juta, naik Pax commercial in 2019 was 2.35 million, an increase of
42,88% dibandingkan dengan tahun 2018 sebesar 1,64 juta. 42.88% compared to that of 2018 of 1.64 million. This
Hal tersebut karena adanya peningkatan outside catering. was due to the increase in outside catering.
PELAYANAN PENERBANGAN AIRLINE RELATED

Anggota GAMiles tahun 2019 sebesar 7,96 juta anggota, GAMiles members in 2019 were 7.96 million members, an
mengalami peningkatan 132,57% dibandingkan dengan increase of 132.57% compared to that of 2018 of 3.42
tahun 2018 sebesar 3,42 juta anggota. Anggota SuperGreen million members. SuperGreen members in 2019 was 7.89
tahun 2019 sebesar 7,89 ribu anggota, mengalami thousand members, a decrease of 573.05% compared to
peningkatan 573,05% dibandingkan dengan tahun 2018 that of 2018 of 117.28 thousand members. The increase
sebesar 117,28 ribu anggota. Peningkatan tersebut sejalan was in line with the increase in customer trust in Garuda
dengan meningkatnya kepercayaan pelanggan kepada Indonesia and Citilink flights.
penerbangan Garuda Indonesia dan Citilink.
HOTEL HOTEL
Jumlah kamar tersedia tahun 2019 sebesar 350.689, turun Room available in 2019 was 350,689, a decrease of 2.42%
2,42% dibandingkan dengan tahun 2018 sebesar 359.387. compared to that of 2018 of 359,387. This was due to the
Hal tersebut disebabkan jumlah kamar menurun karena decreasing number of rooms due to the end of management
berakhirnya pengelolaan hotel Asana Kawanua Jakarta. of Asana Kawanua hotel, Jakarta.
Occupancy rate tahun 2019 sebesar 69,00%, naik 4,55% The occupancy rate in 2019 was 69.00%, an increase of
dibandingkan dengan tahun 2018 sebesar 66,00%. Hal 4.55% compared to that of 2018 of 66.00%. This was due
tersebut disebabkan sudah mulai recovery pasca bencana to the recovery after the natural disaster of Lombok and
alam Lombok dan meletusnya Gunung Agung tahun 2018. the eruption of Mount Agung in 2018.

Jumlah tamu tahun 2019 sebesar 435.619 tamu, naik The number of guests in 2019 was 435,619 guests, an
0,58% dibandingkan dengan tahun 2018 sebesar 433.111 increase of 0.58% compared to that of 2018 of 433,111
guest. Jumlah tamu relatif stabil, seiring recovery pasca guests. The number of guests was relatively stable, in line
gunung meletus dan gempa tahun 2018. with the recovery post eruption and earthquake in 2018.
TRANSPORTASI TRANSPORTATION
Jumlah transportasi tahun 2019 sebesar 1.280 unit naik Number of vehicle in 2019 was 1,280 units, an increase
3,73% dibandingkan dengan tahun 2018 sebesar 1.234 of 3.73% compared to that of 2018 of 1,234 units. This
unit. Hal tersebut karena jumlah kendaraan meningkat was because the number of vehicles increased, especially
terutama di bisnis passanger vehicle dan commercial goods. in the passenger vehicle and commercial goods business.
Jumlah kilometer tahun 2019 sebesar 37,87 juta km naik The number of KM in 2019 was 37.87 million km, an increase
2,56%% dibandingkan dengan tahun 2018 sebesar 36,92 of 2.56% compared to that of 2018 of 36.92 million km.
juta km. Jumlah kilometer kendaraan GA Crew meningkat The total kilometers of GA Crew vehicles increased due to
karena penambahan mobil GA Crew. the additional car of GA Crew.
GROUNDHANDLING GROUNDHANDLING
Flight handling tahun 2019 sebesar 300.137 penerbangan, Flight handling in 2019 was 300,137 flights, a decrease of
turun 8,96% dibandingkan dengan tahun 2018 sebesar 8.96% compared to that of 2018 of 329,660 flights. The
329.660 penerbangan. Penurunan tersebut karena decline was due toan adjustment in production capacity
penyesuaian kapasitas produksi yang dilakukan perusahaan performed by airlines over the impact of rising domestic
penerbangan atas dampak kenaikan tarif penerbangan flight fares.
domestik.
Aircraft handling advice note tahun 2019 sebesar 650.459 Aircraft handling advice note in 2019 was 650,459 times, an
kali, naik 14,22% dibandingkan dengan tahun 2018 sebesar increase of 14.22% compared to that of 2018 of 569,460
569.460 kali. Peningkatan tersebut karena peningkatan times. The increase was due to the increase in production
produksi Aircraft Handling Advance Notice (AHAN) non of non-Airlines Aircraft Handling Advance Notice (AHAN)
Airlines dari Angkasa Pura II CGK. from Angkasa Pura II CGK.
Cargo handling tahun 2019 sebesar 44.458 ton, naik Cargo handling in 2019 was 44,458 tons, an increase of
55,35% dibandingkan dengan tahun 2018 sebesar 28.619 55.35% compared to that of 2018 of 28,619 tons. The
ton. Peningkatan tersebut karena kenaikan kapasitas cargo increase was due to the increase in cargo capacity of Garuda
Garuda Indonesia Group dan Sriwijaya. Indonesia Group and Sriwijaya.
Warehousing tahun 2019 sebesar 346.283 ton, turun 7,06% Warehousing in 2019 was 346,283 tons, a decrease of
dibandingkan dengan tahun 2018 sebesar 372.586 ton. 7.06% compared to that of 2018 of 372,586 tons. The
Penurunan tersebut karena penurunan produksi warehousing decline was due to a decrease in international warehousing
internasional dari maskapai asing dan Garuda yang juga production from foreign airlines and Garuda which was
disebabkan kondisi makro perang dagang Amerika dan Cina. also caused by the macro conditions of the American and
Chinese trade wars.
BOOKING SEGMENT BOOKING SEGMENT

Free Independent Traveler tahun 2019 sebesar 3,86 juta, Free Independent Traveler in 2019 was 3.86 million, an
naik 3,48% dibandingkan tahun 2018 sebesar 3,73 juta. increase of 3.48% compared to that of 2018 of 3.73
Peningkatan tersebut karena booking segment (personal) million. The increase was due to the increased booking
meningkat. segment (personal).
Group booking segment tahun 2019 sebesar 1,15 juta, Group booking segment in 2019 was 1.15 million, an increase
naik 2,22% dibandingkan tahun 2018 sebesar 1,13 juta. of 2.22% compared to that of 2018 of 1.13 million. The
Peningkatan tersebut karena booking segment (Grup) increase was due to the increased booking segment (group).
meningkat.

PENDAPATAN OPERASI LAIN-LAIN OTHER OPERATING REVENUES

Jumlah pendapatan segmen lain-lain tahun 2019 sebesar The results of other operations segment in 2019 was
USD327,27 juta, meningkat 1,74% dibandingkan dengan USD327.27 million, a increase of 1.74% compared to that
tahun 2018 sebesar USD321,69 juta. Peningkatan tersebut of 2018 of USD321.69 million. The increase was driven by
didorong oleh bisnis lain-lain dari biro perjalanan, jasa boga, other businesses from travel agent, catering services, and
dan groundhandling. Dari segi komposisi, pendapatan groundhandling. In terms of composition, this revenue
tersebut memberikan kontribusi sebesar 7,16% terhadap contributed 7.16% to total operating revenues.
jumlah pendapatan usaha.
Tabel Pendapatan Segmen Operasi Lain-Lain

Table of Revenues of Other Operating Segment
Pertumbuhan
Growth
2019 2018*) 2017 2016 2015
Description (%)
USD (%)
87.259.483 105.417.767 83.372.600 63.864.766 64.882.612 7,69 (18.158.284) (17,23)
Airline Related
Biro Perjalanan
50.143.862 39.584.514 65.450.098 63.837.440 59.013.456 (3,99) 10.559.348 26,68
Travel Agent
Jasa Boga
72.812.316 59.509.772 49.980.099 52.540.747 52.930.165 8,30 13.302.544 22,35
Catering Services
Groundhandling 52.643.650 44.887.013 45.479.074 38.593.280 36.364.751 9,69 7.756.637 17,28
Fasilitas
24.546.450 27.263.536 28.801.899 19.961.047 20.288.685 4,88 (2.717.086) (9,97)
Facilities
Hotel 15.880.271 17.927.712 19.307.185 17.949.634 17.722.908 (2,71) (2.047.441) (11,42)
Transportasi
9.383.100 11.228.830 6.326.856 3.336.799 3.860.963 24,86 (1.845.730) (16,44)
Transportation
Lain-Lain
14.602.667 15.867.437 13.577.257 17.583.327 10.929.526 7,51 (1.264.770) (7,97)
Others
Total Lainnya
327.271.799 321.686.581 312.295.068 277.667.040 265.993.066 5,32 5.585.218 1,74
Total Others

7,16 7,43 7,48 7,19 6,97 N.A - -
*) Restated
PROFITABILITAS OPERASI LAIN-LAIN PROFITABILITY OF OTHER OPERATING SEGMENT

Hasil segmen operasi lain-lain tahun 2019 sebesar USD83,32 The results of other operations segment in 2019 was
juta, menurun sebesar 1.144,20% dibandingkan dengan USD83.32 million, a decrease of 1,144.20% compared to
tahun 2018 sebesar (USD6,70) juta. Peningkatan tersebut that of 2018 of (USD6.70) million. The increase was due
karena menurunnya pendapatan lain-lain dari pelayanan to a decrease in other income from passenger services,
penumpang, transportasi dan fasilitas. transportation, and facilities.
Tabel Profitabilitas Segmen Operasi Lain-Lain

Tabel of Profitability of Other Operating Segment
Pertumbuhan
Growth
2019 2018*) 2017 2016 2015
Description (%)
USD (%)
Jumlah Pendapatan
1.137.179.581 1.149.716.471 1.194.351.843 944.731.738 761.664.118 10,54 (12.536.890) (1,09)
Total Revenue
Jumlah Beban
1.220.501.715 1.156.413.317 1.402.180.540 889.370.572 742.603.551 13,23 64.088.398 5,54
Total Expenses
Hasil Segmen Operasi Lain-Lain

(83.322.134) (6.696.846) (207.828.697) 55.361.166 19.060.567 N.A. (76.625.288) (1.144,20)
Results of Other Operating Segment
*) Restated

KINERJA ENTITAS ANAK SUBSIDIARY PERFORMANCE

Sampai dengan tahun 2019, Garuda Indonesia memiliki 7 Until 2019, Garuda Indonesia has 7 (seven) subsidiaries,
(tujuh) entitas anak yaitu PT Aero Systems Indonesia, PT namely PT Aero Systems Indonesia, PT Aero Wisata, PT
Aero Wisata, PT Citilink Indonesia, PT Gapura Angkasa, PT Citilink Indonesia, PT Gapura Angkasa, PT Garuda Indonesia
Garuda Indonesia Holiday France, PT Garuda Maintenance Holiday France, PT Garuda Maintenance Facility Aero Asia,
Facility Aero Asia dan PT Sabre Travel Network Indonesia. and PT Sabre Travel Network Indonesia. A more complete
Penjelasan lebih lengkap mengenai entitas anak telah description of the subsidiaries has been presented in the
disajikan dalam bagian Profil dalam Laporan Tahunan ini. Profile section of this Annual Report. The performance of
Adapun kinerja entitas anak Garuda Indonesia adalah Garuda Indonesia subsidiaries is as follows.
sebagai berikut.
PT AERO SYSTEMS INDONESIA PT AERO SYSTEMS INDONESIA
Tabel Kinerja PT Aero System Indonesia

Tabel of PT Aero Systems Indonesia Performance
(Dalam jutaan Rupiah | In million Rupiah)
Pertumbuhan
Uraian
2019 2018 2017 2016 2015 CAGR (%) Growth
Description
2018-2019 (%)
Laba (Rugi)
Profit (Loss)
Pendapatan Usaha
Operating Revenue
116.443,06 170.132,65 149.717,77 192.040,75 173.201,65 (9,45) (31,56)
Laba (Rugi) Usaha

Operating Profit (Loss)
(31.108,41) (12.145,41) (34.831,33) 23.306,23 2.115,26 N.A. (156.13)
Laba (Rugi) Bersih

Net Profit (Loss)
(64.703,13) (21.329,82) (50.177,71) (10.812,13) 864,75 N.A. (203,35)
EBITDA
EBITDA
(26.659,97) 1.572,75 (11.973,33) 52.940,23 29.087,26 N.A. (1.795,12)
Posisi Keuangan
Financial Position
Aset
Assets
280.444,02 354.654,11 352.993,36 400.281,74 406.340,85 (8,85) (20,92)
Liabilitas
Liabilities
255.111,49 280.657,81 260.478,12 247.654,61 242.952,20 1,23 (9,10)
Ekuitas
Equity
25.332,54 73.997,60 92.515,24 152.627,13 163.388,66 (37,25) (65,77)
Service Level Agreement
Aplikasi dan Infrastruktur (%)

Application and Infrastructure (%)
100,00 100,00 99,99 99,12 99,45 0,14 0,00
Network (%) 100,00 99,94 99,94 99,85 99,79 0,05 0,06
LABA (RUGI) PROFIT (LOSS)

Pendapatan usaha PT Aero Systems Indonesia selama tahun PT Aero Systems Indonesia’s operating revenues in 2019
2019 sebesar Rp116,44 miliar, menurun sebesar 31,56% amounted to Rp116.44 billion, a decrease of 31.56% from
dari tahun 2018 sebesar Rp170,13 miliar, hal ini dipicu that of 2018 amounting to Rp170.13 billion. This was
penurunan pendapatan Garuda Indonesia sebesar 58,00% triggered by the decrease in Garuda Indonesia’s revenues of
dan penurunan pendapatan Garuda Indonesia Group sebesar 58.00% and a decrease in Garuda Indonesia Group’s revenues
6,20% namun pendapatan Non Garuda meningkat 23,83%. of 6.20%, but Non Garuda’s revenues increased by 23.83%.
Penurunan pendapatan sebagian besar disebabkan karena The decline in revenue was largely due to a number of jobs
beberapa pekerjaan yang sudah berakhir di tahun 2019 that ended in 2019, among others, the revenue management
antara lain revenue management system, fare management system, the fare management system, the Domestic End
system, End User Computing (EUC) Domestik, pengadaan User Computing (EUC), the New Garuda Online Sales/
New Garuda Online Sales/Corporate Online Sales (GOS COS) Corporate Online Sales (GOS COS) procurement, and the
dan Cargo Sky Chain di samping itu ada beberapa pekerjaan Cargo Sky Chain. In addition, there were some jobs that
yang belum terealisasi di 2019 antara lain Automation Barrier were not realized in 2019, among others, the Automation
Gate Trans Jakarta, Seat Management BRI dan Aplikasi Risk Barrier Gate Trans Jakarta, BRI Seat Management, Bank
Management Bank Jateng. Jateng Risk Management Application.

Beban usaha sebesar Rp147,55 miliar, turun sebesar Operating expenses amounted to Rp147.55 billion, a
19,05% seiring dengan program efisiensi perusahaan decrease of 19.05% in line with the Company’s efficiency
dan berkurangnya beban depresiasi di tahun 2019 efek dari program and reduced depreciation expenses in 2019 as
impairment atas aset non produktif di tahun 2018. Setelah an effect of impairments on non-productive assets in
memperhitungkan pendapatan dan beban lain-lain serta 2018. After counting revenues, other expenses, and tax
beban pajak, PT Aero Systems Indonesia mencatat rugi expenses, PT Aero Systems Indonesia recorded a net loss
bersih sebesar Rp64,70 miliar. Pencapaian ini mengalami of Rp64.70 billion. This is a decrease compared to that
penurunan dibandingkan tahun 2018 dengan rugi bersih of 2018, in which the operating net losses was Rp21.33
Rp21,33 miliar dipicu penurunan pendapatan usaha sebesar billion, triggered by the decrease in operating revenues of
31,56% atau sebesar Rp53,69 miliar sementara biaya 31.56% or Rp53.69 billion while operating costs decreased
usaha turun sebesar 19,05% atau sebesar Rp34,73 miliar. by 19.05% or Rp34.73 billion.
POSISI KEUANGAN FINANCIAL POSITION

Jumlah aset tahun 2019 sebesar Rp280,44 miliar, Total assets in 2019 amounted to Rp280.44 billion, compared
dibandingkan tahun 2018 menurun 20,92% terutama ada to that of 2018, it decreased by 20.92%, which was mainly
penurun piutang usaha dan aset tak berwujud. Liabilitas due to a decrease in trade receivables and intangible assets.
tahun 2019 sebesar Rp255,11 miliar, menurun 9,10% Liabilities in 2019 amounted to Rp255.11 billion, a decrease
dibandingkan tahun 2018 sebesarRp280,66 miliar karena of 9.10% compared to that of 2018 amounting to Rp280.66
penurunan pinjaman pemegang saham. Ekuitas tahun 2019 billion due to a decrease in shareholder loans. Equity in 2019
sebesar Rp25,33 miliar, menurun 65,77% dibandingkan was Rp25.33 billion, a decrease of 65.77% compared to
tahun 2018 yang sebesar Rp73,99 miliar, hal tersebut that of 2018 which was Rp73.99 billion. This was due to
karena penurunan akumulasi laba. a decrease in accumulated profits.
SERVICE LEVEL AGREEMENT SERVICE LEVEL AGREEMENT

Aplikasi dan infrastruktur tahun 2019 sebesar 100,00% Application and infrastructure in 2019 was at 100.00%,
tidak mengalami perubahan dibandingkan dengan tahun which does not change compared to that of 2018 of
2018 sebesar 100,00%. Demikian pula dengan network 100.00%. Similarly, the network in 2019 reached 100.00%,
yang pada tahun 2019 mencapai 100,00% meningkat an increase of 0.06% compared to that of 2018 of 99.94%,
0,06% dibandingkan dengan tahun 2018 sebesar 99,94% due to the increase in Service Level Agreement of Garuda
karena kenaikan Service Level Agreement network Garuda. network.
PT AERO WISATA PT AERO WISATA
Tabel Kinerja PT Aero Wisata

Tabel of PT Aero Wisata Performance
(dalam miliar Rupiah | in billion Rupiah)
Pertumbuhan
Uraian Growth
2019 2018 2017 2016 2015 CAGR (%)
Description 2018-2019
(%)
Laba (Rugi)
Profit (Loss)
Pendapatan Usaha
3.339,71 3.184,74 3.198,56 3.169,81 3.088,44 1,97 4,87
Operating Revenue
Laba (Rugi) Usaha

(71,97) 39,33 42,21 126,36 124,31 N.A. (282,98)
Laba (Rugi) Bersih

(67,18) 71,88 60,29 110,48 113,23 N.A. (193,47)
Net Profit (Loss
EBITDA 30,59 148,22 151,21 236,28 223,00 (39,14) (79,36)
Posisi Keuangan
Financial Position
Aset
4.106,64 3.735,02 3.328,17 3.070,18 2.926,02 8,84 9,95
Assets
Liabilitas
1.424,84 1.152,39 923,39 931,28 923,03 11,46 23,64
Liabilities
Ekuitas
2.681,80 2.582,63 2.404,78 2.138,91 2.002,99 7,57 3,84
Equity

Tabel Kinerja PT Aero Wisata

Tabel of PT Aero Wisata Performance
Pertumbuhan
Uraian Growth
2019 2018 2017 2016 2015 CAGR (%)
(%)
Operasional
Operational
Biro Perjalanan
Travel Agent
Tiket Penumpang
1.471.246 427.019 348.421 393.312 399.140 38,56 244,54
Passenger Ticket
Penumpang Tour
75.245 69.228 69.934 67.156 88.363 (3,94) 8,69
Tour Passenger
Penumpang Haji dan
Umroh 1.359 1.192 1.539 5.316 3.868 (23,01) 14,01
Hajj and Umroh Passenger
Total Tiket Penumpang
1.547.850 497.439 419.894 465.784 491.371 33,22 211,16
Total Passenger Ticket
Jumlah Travel Document
8.286 6.020 5.485 3.902 2.829 30,82 37,64
Total Travel Document
Jasa Boga
Catering Services
Garuda Indonesia Meal
Uplift
24.886.729 29.041.641 28.761.027 28.369.192 27.465.066 (2,43) (14,31)
Garuda Indonesia Meal
Uplift
Non Garuda Indonesia
Meal Uplift
9.393.769 7.375.402 6.278.931 5.866.545 5.050.228 16,78 27,37
Non Garuda Indonesia
Meal Uplift
Cover Meal Industrial 9.881.808 8.888.595 5.776.238 7.044.711 8.812.400 2,90 11,17
Penumpang Commercial
2.349.937 1.644.657 1.836.568 - - N.A 42,88
Commercial Passenger
Total 46.512.243 46.950.295 42.652.764 41.280.448 41.327.694 3,00 (0,93)
Hotel
Jumlah Kamar Tersedia

350.689 359.387 331.420 348.798 344.339 0,46 (2,42)
Total Available Room
Occupancy Rate (%) 69,00 66,00 70,30 64,94 64,46 1,72 4,55
Jumlah Tamu
435.619 433.111 424.415 410.067 399.327 2,20 0,58
Total Guest
Transportasi
Transportation
Jumlah Transportasi
1.280 1.384 1.155 1.073 1.034 5,48 (7,51)
Number of Vehicle
Jumlah Kilometer (juta)
37,87 36,92 35,22 31,15 27,94 7,90 2,56
Total Kilometer (million)
Ground Handling
Flight Handling
(Penerbangan) 300.137 329.660 313.547 305.945 276.564 2,07 (8,96)
Flight Handling (Flight)
Aircraft Handling Advice
Note (AHAN) (Frekuensi)
650.459,00 569.460,00 222.963,39 201.079,09 194.029,75 35,31 14,22
Note (AHAN) (Frequency)
Cargo handling (ton) 44.458 28.619 19.543 21.552 25.890 14,47 55,35
Warehousing (ton) 346.283 372.586 322.942 179.122 133.057 27,01 (7,06)
Booking Segment
Free Independent Traveler

3.858.519 3.728.738 3.686.002 3.675.365 2.830.689 8,05 3,48
(FIT)
Group Booking 1.154.047 1.128.941 1.093.786 1.119.553 981.164 4,14 2,22


Pendapatan usaha PT Aero Wisata dan entitas anak selama The operating revenue of PT Aero Wisata and its subsidiaries
tahun 2019 sebesar Rp3,34 triliun, meningkat 4,87% during 2019 amounted to Rp3.34 trillion, a increase of
dibandingkan tahun lalu sebesar Rp3,18 triliun dipicu oleh 4.87% compared to last year’s of Rp3.18 trillion, which
peningkatan pendapatan jasa boga yaitu katering pesawat was triggered by the increase in catering service revenue,
khususnya pada Non GA meal uplift yang didorong oleh which was aircraft catering specifically for Non GA meal
peningkatan meal uplift QG dan tambahan pelanggan uplift driven by the increase in QG meal uplift and additional
maskapai Non GA lainnya. Selain itu, adanya penambahan Non GA airline customers. Furthermore, the increase in
pendapatan pada biro perjalanan yang didorong oleh travel agents revenue was driven by the increasing number
meningkatnya jumlah tiket yang terjual terutama pada of tickets sold, especially on ticket sales at Aerowisata
penjualan tiket di Aerowisata Retail Managament (ARM), Retail Managament (ARM), as well as the increase in pax
juga kenaikan pax tour di GOHJ dan GOHK, Umroh, dan tours on GOHJ and GOHK, Umroh, and increase in travel
kenaikan penjualan travel document. Adanya penambahan document sales. The addition of charter business this year
bisnis charter tahun ini juga salah satu faktor peningkatan was also one of the factors increasing the revenue in 2019.
pendapatan tahun 2019. Beban usaha sebesar Rp3,41 triliun, Operating expenses amounted to Rp3.41 trillion, an increase
meningkat sebesar 8,47% dibandingkan tahun 2018 karena of 8.47% compared to that of 2018 due to the increase
kenaikan biaya langsung jasa jasa boga akibat meningkatnya in the direct cost of catering services resulting from the
biaya material di Aerofood ACS dan adanya dampak dari increasing material costs at Aerofood ACS and the impact
implementasi perubahan layanan Garuda Indonesia dan of implementing changes in Garuda Indonesia services and
kenaikan biaya administrasi dan umum karena kenaikan the increase in general and administrative expenses caused
Employee Benefit Obligation. by the increase in Employees Benefit Obligation.
Setelah memperhitungkan pendapatan dan beban lain- After calculating revenues, other expenses, and tax expenses,
lain serta beban pajak maka PT Aero Wisata tahun PT Aero Wisata in 2019 recorded a net loss of Rp67.18
2019 mencatat rugi bersih sebesar 67,18 miliar menurun billion, a decrease of 193.47% compared to that of 2018 of
193,47% dibandingkan tahun 2018 sebesar Rp94,18 Rp94.18 billion. This achievement decreased significantly
miliar. Pencapaian ini mengalami penurunan signifikan from last year, which was triggered by an increase in direct
dari tahun lalu yang dipicu oleh kenaikan biaya langsung catering services costs, increase in general and administrative
jasa boga, kenaikan biaya administrasi dan umum serta ada expenses, and a decrease in other revenues in the form of
penurunan pendapatan lain-lain yang berupa penurunan a decrease in investment returns on subsidiaries.
keuntungan investasi pada entitas anak.

Jumlah aset PT Aero Wisata dan entitas anak tahun 2019 The total asset of PT Aero Wisata and its subsidiaries in
tercatat sebesar Rp4,11 triliun, terdapat peningkatan 2019 was recorded at Rp4.11 trillion, an increase of 9.95%
sebesar 9,95% dibandingkan tahun lalu sebesar Rp3,73 compared to last year’s asset of Rp3.73 trillion, which was
triliun terutama karena kenaikan piutang usaha. Liabilitas mainly due to the increase in trade receivables. Liabilities
sebesar Rp1,43 triliun mengalami peningkatan sebesar was at Rp1.43 trillion, an increase of 23.64% from that of
23,64% dari tahun 2018 sebesar Rp1,15 triliun terutama 2018 of Rp1.15 trillion, which was mainly due to the increase
berasal dari peningkatan utang usaha dan beban akrual. in trade payables and accrual expenses. Equity in 2019 was
Ekuitas tahun 2019 sebesar Rp2,68 triliun, naik sebesar at Rp2.68 trillion, an increase of 3.84% compared to that
3,84% dibandingkan tahun 2018 sebesar Rp2,61 triliun of 2018 of Rp2.61 trillion, which was due to the increase
karena kenaikan penghasilan komprehensif lainnya. in other comprehensive income.
OPERASIONAL OPERATIONAL
Uraian Kinerja Operasional PT Aerowisata disajikan sebagai The operational performance of PT Aerowisata as presented
berikut: below:
BIRO PERJALANAN TRAVEL AGENT

Jumlah tiket penumpang tahun 2019 sebesar 1,47 juta ticket The number of passenger ticket in 2019 was 1.47 million
naik 244,54% dibandingkan dengan tahun 2018 sebesar tickets, an increase of 244.54% compared to that of 2018
427,02 ribu ticket. Jumlah tiket terjual meningkat terutama of 427.02 thousand tickets. The number of tickets sold has
pada penjualan tiket di Aerotravel Retail Management increased, especially on ticket sales at Aerotravel Retail
pengelolaan Garuda Sales Outlet. Management, Garuda Sales Outlet management.

Jumlah tiket penumpang tour tahun 2019 sebesar 75.245 The number of passenger tour in 2019 was 75,245
penumpang naik 8,69% dibandingkan dengan tahun 2018 passenger, an increase of 8.69% compared to that of
sebesar 69.228 penumpang. Hal tersebut karena kenaikan 2018 of 69,228 passenger. This was due to the significant
penumpang tour signifikan yang terjadi di Garuda Orient increase in passenger tour that occurred at Garuda Orient
Holiday Japan dan Garuda Orient Holiday Korea. Holiday Japan and Garuda Orient Holiday Korea.
Jumlah tiket penumpang hajj and umroh tahun 2019 sebesar The number of passenger hajj and umroh in 2019 was
1.359 penumpang naik 14,01% dibandingkan dengan tahun 1,359 passenger, an increase of 14.01% compared to that
2018 sebesar 1.192 penumpang. Hal tersebut disebabkan of 2018 of 1,192 passenger. This was due to the increase
kenaikan traffic penjualan tiket umroh. of umroh ticket sales traffic.
Jumlah travel doc and others tahun 2019 sebesar 8.286 The number of travel doc and others in 2019 was 8,286,
naik 37,64% dibandingkan dengan tahun 2018 sebesar an increase of 37.64% compared to that of 2018 of 6,020.
6.020. Kenaikan tersebut karena penjualan travel document This was due to the increase in travel document sales.
yang meningkat.
JASA BOGA CATERING SERVICES

Garuda Indonesia meal uplift tahun 2019 sebesar 24,89 Garuda Indonesia meal uplift in 2019 was 24.89 million,
juta, turun 14,31% dibandingkan dengan tahun 2018 a decrease of 14.31% compared to that of 2018 of 29.04
sebesar 29,04 juta. Hal tersebut karena adanya penurunan million. This was due to the decrease in the number of
jumlah penerbangan Garuda Indonesia. Garuda Indonesia flights.
Non Garuda Indonesia meal uplift tahun 2019 sebesar 9,39 Non Garuda Indonesia meal uplift in 2019 was 9.39 million,
juta, naik 27,37% dibandingkan dengan tahun 2018 sebesar an increase of 27.37% compared to that of 2018 of 7.38
7,38 juta. Hal tersebut karena adanya peningkatan meal uplift million. This was due to the increase in meal uplift of Citilink
Citilink dan tambahan customer airline Non Garuda Indonesia. and additional Non Garuda Indonesia airline customers.
Cover meal industrial tahun 2019 sebesar 9,88 juta, naik The cover meal industrial in 2019 was 9.88 million, an
11,17% dibandingkan dengan tahun 2018 sebesar 8,89 increase of 11.17% compared to that of 2018 of 8.89
juta. Hal tersebut disebabkan peningkatan produksi karena million. This was due to the increase in production due to
adanya customer baru di bisnis town catering and oil mining. new customers in town catering and oil mining businesses.
Penumpang commercial tahun 2019 sebesar 2,35 juta, naik Pax commercial in 2019 was 2.35 million, an increase of
42,88% dibandingkan dengan tahun 2018 sebesar 1,64 juta. 42.88% compared to that of 2018 of 1.64 million. This
Hal tersebut karena adanya peningkatan outside catering. was due to the increase in outside catering.
PELAYANAN PENERBANGAN AIRLINE RELATED

Anggota GAMiles tahun 2019 sebesar 7,96 juta anggota, GAMiles members in 2019 were 7.96 million members, an
mengalami peningkatan 132,57% dibandingkan dengan increase of 132.57% compared to that of 2018 of 3.42
tahun 2018 sebesar 3,42 juta anggota. Anggota SuperGreen million members. SuperGreen members in 2019 was 7.89
tahun 2019 sebesar 7,89 ribu anggota, mengalami thousand members, a decrease of 573.05% compared to
peningkatan 573,05% dibandingkan dengan tahun 2018 that of 2018 of 117.28 thousand members. The increase
sebesar 117,28 ribu anggota. Peningkatan tersebut sejalan was in line with the increase in customer trust in Garuda
dengan meningkatnya kepercayaan pelanggan kepada Indonesia and Citilink flights.
penerbangan Garuda Indonesia dan Citilink.
HOTEL HOTEL
Jumlah kamar tersedia tahun 2019 sebesar 350.689, turun Room available in 2019 was 350,689, a decrease of 2.42%
2,42% dibandingkan dengan tahun 2018 sebesar 359.387. compared to that of 2018 of 359,387. This was due to the
Hal tersebut disebabkan jumlah kamar menurun karena decreasing number of rooms due to the end of management
berakhirnya pengelolaan hotel Asana Kawanua Jakarta. of Asana Kawanua hotel, Jakarta.

Occupancy rate tahun 2019 sebesar 69,00%, naik 4,55% The occupancy rate in 2019 was 69.00%, an increase of
dibandingkan dengan tahun 2018 sebesar 66,00%. Hal 4.55% compared to that of 2018 of 66.00%. This was due
tersebut disebabkan sudah mulai recovery pasca bencana to the recovery after the natural disaster of Lombok and
alam Lombok dan meletusnya Gunung Agung tahun 2018. the eruption of Mount Agung in 2018.
Jumlah tamu tahun 2019 sebesar 435.619 tamu, naik The number of guests in 2019 was 435,619 guests, an
0,58% dibandingkan dengan tahun 2018 sebesar 433.111 increase of 0.58% compared to that of 2018 of 433,111
guest. Jumlah tamu relatif stabil, seiring recovery pasca guests. The number of guests was relatively stable, in line
gunung meletus dan gempa tahun 2018. with the recovery post eruption and earthquake in 2018.
TRANSPORTASI TRANSPORTATION
Jumlah transportasi tahun 2019 sebesar 1.280 unit naik Number of vehicle in 2019 was 1,280 units, an increase
3,73% dibandingkan dengan tahun 2018 sebesar 1.234 of 3.73% compared to that of 2018 of 1,234 units. This
unit. Hal tersebut karena jumlah kendaraan meningkat was because the number of vehicles increased, especially
terutama di bisnis passanger vehicle dan commercial goods. in the passenger vehicle and commercial goods business.
Jumlah kilometer tahun 2019 sebesar 37,87 juta km naik The number of KM in 2019 was 37.87 million km, an increase
2,56%% dibandingkan dengan tahun 2018 sebesar 36,92 of 2.56% compared to that of 2018 of 36.92 million km.
juta km. Jumlah kilometer kendaraan GA Crew meningkat The total kilometers of GA Crew vehicles increased due to
karena penambahan mobil GA Crew. the additional car of GA Crew.
GROUNDHANDLING GROUNDHANDLING
turun 8,96% dibandingkan dengan tahun 2018 sebesar 8.96% compared to that of 2018 of 329,660 flights. The
329.660 penerbangan. Penurunan tersebut karena decline was due toan adjustment in production capacity
penyesuaian kapasitas produksi yang dilakukan perusahaan performed by airlines over the impact of rising domestic
penerbangan atas dampak kenaikan tarif penerbangan flight fares.
domestik.
Warehousing tahun 2019 sebesar 346.283 ton, turun 7,06% Warehousing in 2019 was 346,283 tons, a decrease of 7.06%
dibandingkan dengan tahun 2018 sebesar 372.586 ton. compared to that of 2018 of 372,586 tons. The decline was
Penurunan tersebut karena penurunan produksi warehousing due to a decrease in international warehousing production
internasional dari maskapai asing dan Garuda yang juga from foreign airlines and Garuda which was also caused by
disebabkan kondisi makro perang dagang Amerika dan Cina. the macro conditions of the American and Chinese trade wars.
BOOKING SEGMENT BOOKING SEGMENT

Free Independent Traveler tahun 2019 sebesar 3,86 juta, Free Independent Traveler in 2019 was 3.86 million, an
naik 3,48% dibandingkan tahun 2018 sebesar 3,73 juta. increase of 3.48% compared to that of 2018 of 3.73
Peningkatan tersebut karena booking segment (personal) million. The increase was due to the increased booking
meningkat. segment (personal).

Group booking segment tahun 2019 sebesar 1,15 juta, Group booking segment in 2019 was 1.15 million, an increase
naik 2,22% dibandingkan tahun 2018 sebesar 1,13 juta. of 2.22% compared to that of 2018 of 1.13 million. The
meningkat.
PT CITILINK INDONESIA PT CITILINK INDONESIA
Tabel Kinerja Usaha PT Citilink Indonesia

Table of Business Performance of PT Citilink Indonesia
(dalam USD ribu) | (in thousand USD)
Pertumbuhan
Uraian CAGR
2019 2018 2017 2016 2015 Growth
Description (%)
2018-2019 (%)
Laba (Rugi)
Profit (Loss)
Pendapatan Usaha
875.707,09 719.830,26 601.392,32 506.886,21 470.034,36 16,83 21,65
Operating Revenue
Laba (Rugi) Usaha
68.610,33 (54.598,86) (47.428,35) (2.793,07) 10.555,41 59,67 225,66
Laba (Rugi) Bersih
42.852,74 (42.045,05) (53.270,47) (9.745,46) 3.561,88 86,24 201,92
Net Profit (Loss)
EBITDA
312.037,11 176.734,95 162.509,52 155.289,63 152.229,53 19,65 76,56
EBITDA
Posisi Keuangan
Financial Position
Aset
588.622,63 505.877,59 397.048,93 329.715,61 257.400,32 22,97 16,36
Assets
Liabilitas
568.874,21 528.713,66 385.669,72 319.379,30 239.846,68 24,10 7,60
Liabilities
Ekuitas
19.748,42 (22.836,07) 11.379,22 10.336,31 17.553,64 2,99 186,48
Equity
Operasional
Operations
Jumlah Penumpang (000)
12.224 14.831 12.275 11.079 9.375 6,86 (17,58)
Total Passengers (000)
Available Seat Kilometers/ASK (000) 13.145 14.369 12.273 11.179 9.135 9,52 (8,52)
Revenue Pax-Kilometer/RPK (000) 9.885 11.901 9.792 8.582 7.297 7,88 (16,94)
Tingkat Keterisian
75,20 82,83 79,78 76,77 79,88 (1,50) (9,21)
Frekuensi
91.057 96.088 82.363 78.784 64.599 8.96 (5,24)
Frequency
Jumlah Kargo (ton)
65.948 84.466 75.767 74.234 55.441 4.43 (21,92)
Total Cargo (tons)
Yield Penumpang (US cent)
7,65 5,29 5,19 5,19 5,63 7,97 44,60
Passenger Yield (US cent)
CASK - exc Fuel (US cent) - Scheduled 3,70 2,91 2,99 2,88 3,09 4,63 27,27
Jumlah Armada Aktif
67 60 58 52 44 11,09 11,67
Total Active Fleets


Pada tahun 2019 PT Citilink mencatat pendapatan usaha In 2019, PT Citilink recorded operating revenues of
sebesar USD875,71 juta, meningkat 21,65% dari tahun 2018 USD875.71 million, an increase of 21.65% from that of
sebesar USD719,83 juta yang dikontribusikan dari kenaikan 2018 of USD719.83 million, which was contributed from
pendapatan penumpang berjadwal sebesar 23,86% dengan the increase in scheduled revenue by 23.86% with SLF
SLF tahun 2019 sebesar 75,20% dan pax yield sebesar 7,65 in 2019 of 75.20% and pax yield of 7.65 USc, while last
USc sedangkan SLF tahun lalu sebesar 82,83% namun pax year’s SLF was 82.83%, but the pax yield was only 5.29
yield hanya sebesar 5,29 USc. Beban usaha pada tahun 2019 USc. Operating expenses in 2019 was USD807.10 million,
sebesar USD807,10 juta, meningkat 4,22% dari tahun lalu an increase of 4.22% from that of previous year, which was
terutama ada kenaikan other charges dan rugi kurs sementara mainly due to the increase in other charges and loss in foreign
beban operasional penerbangan ada penurunan antara lain exchange, while aircraft operating expenses decreased due
karena ada penurunan frekuensi penerbangan. to, among others, a decrease in flight frequency.
Setelah memperhitungkan pendapatan dan beban lain- After calculating revenue, other expenses, and tax expenses,
lain serta beban pajak, PT Citilink Indonesia tahun 2019 PT Citilink Indonesia in 2019 recorded a net profit of
mencatat laba bersih sebesar USD42,85 juta meningkat USD42.85 million, an increase of 201.92%. There was a
201,92%, terdapat perbaikan yang signifikan dari tahun significant improvement from last year, which recorded a net
lalu dengan rugi bersih sebesar USD42,05 juta karena loss of USD42.05 million, due to the improved performance
perbaikan kinerja di tahun 2019. in 2019.

Aset PT Citilink Indonesia tahun 2019 sebesar USD588,62 The assets of PT Citilink Indonesia in 2019 amounted to
juta, meningkat 16,36% dibandingkan tahun 2018 sebesar USD588.62 million, an increase of 16.36% compared to that
USD505,88 juta hal tersebut karena ada kenaikan piutang of 2018 amounting to USD505.88 million due to the increase
lainnya dan dana pemeliharaan pesawat dan uang jaminan. in other receivables, aircraft maintenance funds, and security
Liabilitas tahun 2019 sebesar USD568,87 juta, meningkat deposits. Liabilities in 2019 amounted to USD568.87 million,
7,60% dibandingkan tahun 2018 sebesar USD528,71. an increase of 7.60% compared to that of 2018 amounting to
Peningkatan tersebut karena kenaikan utang usaha pihak USD528.71. The increase was due to an increase in related
berelasi dan beban akrual. Ekuitas tahun 2019 sebesar party business loans and accrual expenses. Equity in 2019 was
USD19,75 juta, meningkat 186,48% dibandingkan tahun USD19.75 million, an increase of 186.48% compared to that
lalu yang sebesar minus USD22,84 juta. Peningkatan of last year which was minus USD22.84 million. The significant
signifikan tersebut karena kenaikan akumulasi laba seiring increase was due to the increase in profit accumulation along
peningkatan kinerja. with the performance improvement.
Jumlah penumpang tahun 2019 sebesar 12.224 ribu, turun Total passengers in 2019 was 12,224 thousand, a decrease of
17,58% dibandingkan dengan tahun 2018 sebesar 14.831 17.58% compared to that of 2018 of 14,831 thousand. The
ribu. Penurunan tersebut karena penyesuaian kapasitas decrease was due to the adjustment of production capacity,
produksi yang dilakukan dengan tujuan menyeimbangkan which was carried out with the aim of balancing supply and
supply and demand seiring dengan penyesuaian tarif demand along with the adjustment of passenger tariffs in
penumpang di domestik dan adanya perpindahan the domestic market and the movement of passengers from
penumpang dari armada udara ke darat yang juga didukung air to land transportation, which was also supported by the
semakin baiknya infrastruktur jalan tol di Indonesia. improved toll road infrastructure in Indonesia.
Available Seat Kilometers (ASK) tahun 2019 sebesar Available Seat Kilometers (ASK) in 2019 was 13,145
13.145 ribu, turun 8,52% dibandingkan dengan tahun thousand, a decrease of 8.52% compared to that of 2018
2018 sebesar 14.369 ribu. Penurunan tersebut karena of 14,369 thousand. The decrease was caused by the
penyesuaian kapasitas produksi yang dilakukan dengan adjustment of production capacity performed with the aim
tujuan menyeimbangkan supply and demand seiring dengan of balancing supply and demand in line with the domestic
penyesuaian tarif penumpang di domestik. flight tariff adjustments.
Revenue Pax-Kilometer (RPK) tahun 2019 sebesar 9.885 Revenue Pax-Kilometers (RPK) in 2019 was 9,885 thousand,
ribu, turun 16,94% dibandingkan dengan tahun 2018 a decrease of 16.94% compared to that of 2018 of 11,901
sebesar 11.901 ribu. Penurunan tersebut karena penurunan thousand. The decrease was due to the decrease in the
jumlah penumpang. number of passengers.

Tingkat keterisian tahun 2019 sebesar 75,20, turun 9,21% Sead Load Factor in 2019 was 75.20, a decrease of 9.21%
dibandingkan dengan tahun 2018 sebesar 82,83. Penurunan compared to that of 2018 of 82.83. The decrease was
tersebut dipengaruhi penurunan RPK dan ASK. influenced by the decrease in RPK and ASK.
Frekuensi tahun 2019 sebesar 91.067 kali, turun 5,26% Frequency in 2019 was 91,067 times, a decrease of 5.26%
dibandingkan dengan tahun 2018 sebesar 96.127 kali. compared to that of 2018 of 96,127 times. The decrease
Penurunan tersebut karena penyesuaian kapasitas produksi. was due to the adjustment in production capacity.
Jumlah kargo tahun 2019 sebesar 65.948 ton, turun 21,92% Total Cargo in 2019 was 65,948 tons, a decrease of 21.92%
dibandingkan dengan tahun 2018 sebesar 84.466 ton. compared to that of 2018 of 84,466 tons. The decrease
Penurunan tersebut karena penyesuaian kapasitas produksi. was due to the adjustment in production capacity.
Yield penumpang tahun 2019 sebesar 7,65 USc, naik Passenger Yield in 2019 was 7.65 USc, an increase of 44.60%
44,60% dibandingkan dengan tahun 2018 sebesar 5,29 compared to that of 2018 of 5.29 USc. The increase was
USc. Peningkatan tersebut karena adanya penyesuaian due to the adjustment in tariff.
tarif yang dilakukan.
Cost per ASK tahun 2019 sebesar 5,52 USc, naik 11,80% Cost per ASK in 2019 was 5.52 USc, an increase of 11.80%
dibandingkan dengan tahun 2018 sebesar 4,94 USc. compared to that of 2018 of 4.94 USc. The increase was
Peningkatan tersebut karena penyesuaian kapasitas produksi due to adjustments in production capacity which also caused
yang juga menyebabkan biaya per unit meningkat. unit costs to increase.
CASK - exc Fuel tahun 2019 sebesar 3,70 USc, naik 27,27% CASK - exc Fuel in 2019 was 3.70 USc, an increase of
dibandingkan dengan tahun 2018 sebesar 2,91 USc. 27.27% compared to that of 2018 of 2.91 USc. The increase
Peningkatan tersebut karena penyesuaian kapasitas produksi was due to adjustments in production capacity which also
yang juga menyebabkan biaya per unit meningkat. caused unit costs to increase.
Jumlah armada tahun 2019 sebesar 67 unit, naik 11,67% Total active fleets in 2019 was 67 units, an increase of
dibandingkan dengan tahun 2018 sebesar 60 unit. 11.67% compared to that of 2018 of 60 units. The increase
Peningkatan karena penambahan pesawat di Citilink dan was due to the additional aircraft of Citilink and the transfer
pemindahan pesawat kecil dari Garuda Indonesia ke Citilink. of small aircraft from Garuda Indonesia to Citilink.
PT GAPURA ANGKASA PT GAPURA ANGKASA
Tabel Kinerja Usaha PT Gapura Angkasa

Table of Business Performance of PT Gapura Angkasa
Pertumbuhan
Uraian 2019 2018 2017 2016 2015 CAGR (%) Growth
Description
2018-2019 (%)
Laba (Rugi)
Profit (Loss)
Pendapatan Usaha
1.841,66 1.865,92 1.619,40 1.493,31 1.318,82 8,71 (1,30)
Operating Revenue
Laba (Rugi) Usaha
(7,00) 95,14 58,87 48,78 80,89 N.A. (107,36)
Laba (Rugi) Bersih
(18,33) 67,48 54,80 28,26 53,80 N.A. (127,17)
Net Profit (Loss)
EBITDA
28,34 130,40 197,64 136,24 131,82 (31,91) (78,27)
EBITDA

Tabel Kinerja Usaha PT Gapura Angkasa

Table of Business Performance of PT Gapura Angkasa
Pertumbuhan
Uraian 2019 2018 2017 2016 2015 CAGR (%) Growth
Description
2018-2019 (%)
Posisi Keuangan
Financial Position
Aset
1.363,18 1.016,22 919,62 1.763,65 1.004,77 7,92 34,14
Assets
Liabilitas
652,70 507,93 499,66 1.378,33 604,80 1,92 28,50
Liabilities
Ekuitas
710,48 508,29 419,97 385,32 399,97 15,45 39,78
Equity
Operasional
Operations
Flight Handling (flight) 300.137 329.660 313.547 305.945 276.564 2,07 (8,96)
Note (AHAN) (frekuensi)
650.459 569.460 222.963 201.079 194.030 35,31 14,22
Note (AHAN) (frequency)
Cargo handling (Ton) 44.458 28.619 19.543 21.552 25.890 14,47 55,35
Warehousing (Ton) 346.283 372.586 322.942 179.122 133.057 27,01 (7,06)

Selama tahun 2019 PT Gapura Angkasa memperoleh During 2019, PT Gapura Angkasa gained operating revenues
pendapatan usaha sebesar Rp1,84 triliun, turun 1,30% of Rp1.84 trillion, a decrease of 1.30% compared to that of
dibandingkan tahun 2018 sebesar Rp1,87 triliun. Hal 2018 of Rp1.87 trillion. This was mainly due to the decrease
ini terutama berasal dari penurunan ground handling in ground handling caused by the decrease in production of
akibat penurunan produksi hampir seluruh maskapai yang almost all airlines as an effect of the Tsunami Traffic Airlines,
disebabkan adanya Tsunami Traffic Airlines, penurunan the decrease in Garuda’s AHAN, the decline in International
AHAN Garuda, penurunan Produksi Warehouse Internasional, Warehouse Production, the decrease in production of
penurunan produksi Hospitality Joumpa dan Aviobridge. Hospitality Joumpa and Aviobridge. In addition to the decline,
Di samping adanya penurunan, pun terdapat kenaikan there was also an increase in revenue from the increase of
pendapatan yang berasal dari kenaikan AHAN (Citilink, AHAN (Citilink, MPA, MPL, and Hajj), the increase in Cargo
MPA, MPL dan Haji), kenaikan Produksi Cargo Handling, Handling Production, Domestic Warehouse, Lounge, Excess
Warehouse Domestik, Lounge, Excess Baggage dan Aviation Baggage, and Aviation Security. Total operating expenses
Security. Jumlah beban usaha tahun 2019 sebesar Rp1,85 in 2019 amounted to Rp1.85 trillion, an increase of 4.40%
triliun, meningkat 4,40% dari tahun lalu antara lain karena from that of previous year, among others due to the increase
kenaikan beban sub kontrak, kenaikan beban pegawai yang in sub-contract expenses, increase in employee expenses
berasal dari inflasi dan adanya tambahan bisnis proses baru resulting from inflation, and the addition of new business
(penanganan Cargo Incoming Garuda). process (handling Garuda Incoming Cargo).
Setelah memperhitungkan beban lain-lain serta beban After calculating other expenses and tax expenses, the net
pajak, maka perolehan rugi bersih tahun 2019 sebesar (Rp loss in 2019 was Rp 18.33 billion, a decrease by 127.17%
18,33) miliar, mengalami penurunan laba sebesar 127,17% compared to that of last year of Rp67.48 billion. This was
dibandingkan tahun lalu sebesar Rp67,48 miliar. Hal tersebut due to the contribution of a 1.30% decrease in operating
karena kontribusikan dari penurunan pendapatan usaha revenue and 4.40% increase in operating expenses.
sebesar 1,30% dan kenaikan beban usaha sebesar 4,40%.


Jumlah aset PT Gapura Angkasa tahun 2019 sebesar Rp1,36 Total assets of PT Gapura Angkasa in 2019 amounted to
triliun, meningkat 34,14% dibandingkan tahun 2018 yang Rp1.36 trillion, an increase of 34.14% compared to that of
sebesar Rp1,02 triliun. Hal ini terutama disebabkan ada 2018 which amounted to Rp1.02 trillion. This was mainly
kenaikan kas dan setara kas yang berasal dari penyertaan due to the increase in cash and cash equivalents from capital
modal PT Angkasa Pura 2 dan kenaikan piutang usaha pihak participation of PT Angkasa Pura 2 and the increase in related
berelasi. Liabilitas tahun 2019 sebesar Rp652,70 miliar, party trade receivables. Liabilities in 2019 amounted to
meningkat sebesar 28,50% dibandingkan tahun 2018 yang Rp652.70 billion, an increase of 28.50% compared to that
sebesar Rp507,93 yang disebabkan kenaikan utang usaha of 2018 which amounted to Rp507.93 due to the increase
pihak ketiga, utang usaha pihak berelasi dan utang imbalan in third party trade payables, related party business loans,
pasca kerja. Ekuitas tahun 2019 sebesar Rp710,48 miliar, and post employment benefit liability. Equity in 2019 was
meningkat 39,78% dibandingkan tahun 2018 sebesar Rp710.48 billion, an increase of 39.78% compared to that
Rp508,29 miliar. Peningkatan tersebut karena kenaikan of 2018 which was Rp508.29 billion. The increase was due
modal ditempatkan yang berasal dari penyertaan modal to the increase in issued capital from capital participation
PT Angkasa Pura 2 dan kontribusi rugi bersih tahun 2019. of PT Angkasa Pura 2 and contribution of net loss in 2019.
turun 8,96% dibandingkan dengan tahun 2018 8.96% compared to that of 2018 of 329,660 flights. The
sebesar 329.660 penerbangan. Penurunan tersebut decline was due toan adjustment in production capacity
karena penyesuaian kapasitas produksi yang dilakukan performed by airlines over the impact of rising domestic
perusahaan penerbangan atas dampak kenaikan tarif flight fares..
penerbangan domestik.
Warehousing tahun 2019 sebesar 346.283 ton, turun 7,06% Warehousing in 2019 was 346,283 tons, a decrease of
dibandingkan dengan tahun 2018 sebesar 372.586 ton. 7.06% compared to that of 2018 of 372,586 tons. The
Penurunan tersebut karena penurunan produksi warehousing decline was due to a decrease in international warehousing
internasional dari maskapai asing dan Garuda yang juga production from foreign airlines and Garuda which was
disebabkan kondisi makro perang dagang Amerika dan Cina. also caused by the macro conditions of the American and
Chinese trade wars.

PT GARUDA INDONESIA HOLIDAY FRANCE PT GARUDA INDONESIA HOLIDAY FRANCE
Tabel Kinerja Usaha Garuda Indonesia Holiday France

Table of Business Performance of Garuda Indonesia Holiday France
(dalam USD ribu | in thousand USD)
Pertumbuhan
Uraian
2019 2018 2017 2016 2015 CAGR (%) Growth
Description
2018-2019 (%)
Laba (Rugi)
Profit (Loss)
Pendapatan Usaha
763.770,94 713.085,55 616.922,06 497.789,01 340.585,53 22,37 7,11
Operating Revenue
Laba (Rugi) Usaha

1.735,90 2.946,79 2.245,16 1.749,05 1.183,21 10,06 (41,09)
Laba (Rugi) Bersih

1.519,89 1.770,00 1.106,38 1.405,22 1.134,64 7,58 (14,13)
Net Profit (Loss)
EBITDA
1.736,16 2.948,57 2.312,75 1.887,13 1.191,78 9,86 (41,12)
EBITDA
Posisi Keuangan
Financial Position
Aset
1.047.446,58 833.836,02 588.565,20 376.469,52 191.737,54 52,88 25,62
Assets
Liabilitas
1.039.816,81 827.726,15 584.225,33 373.236,03 189.909,27 52,97 25,62
Liabilities
Ekuitas
7.629,76 6.109,87 4.339,87 3.233,49 1.828,27 42,93 24,88
Equity
Operasional
Operations
Jumlah Pesawat Lease (Unit)

140 129 118 102 80 15,02 8,53
Number of Aircraft Leased (Unit)
Jumlah Mesin Lease (Unit)

13 12 11 10 7 16,74 8,33
Number of Engine Leased (Unit)

Selama tahun 2019 GIH France memperoleh pendapatan During 2019, GIH France earned operating revenues of
usaha sebesar USD763,77 juta, meningkat 7,11% USD763.77 million, an increase of 7.11% compared to
dibandingkan tahun 2018 sebesar USD713,09 juta karena that of 2018 of USD713.09 million due to the increase in
peningkatan pendapatan sewa pesawat. Sementara beban aircraft rental revenue. While operating expenses amounted
usaha sebesar USD762,04 juta, meningkat 6,81% seiring to USD762.04 million, an increase of 6.81% in line with
dengan kenaikan sewa pesawat. the increase in aircraft leased.
Setelah memperhitungkan pendapatan dan beban usaha After calculating revenue, other operating expenses, and
lainnya, beban pajak, GIH France tahun 2019 mencatat laba tax expense, GIH France in 2019 recorded a net profit of
bersih sebesar USD1,52 juta, menurun 14,13% dibandingkan USD1.52 million, a decrease of 14.13% compared to that
tahun 2018 sebesar USD1,77 juta. Penurunan laba bersih of 2018 of USD1.77 million. The decrease in net profit was
antara lain karena meningkatnya beban sewa pesawat seiring among others due to the increase in aircraft rental expenses
dengan penambahan armada pesawat yang disewa. Hal ini in line with the increase in the aircraft fleet chartered. This
menyebabkan penurunan margin 0,55% menjadi 0,35%. causes a decrease in the margin of 0.55% to 0.35%.


Jumlah aset tahun 2019 sebesar USD1,05 miliar, meningkat Total assets in 2019 amounted to USD1.05 billion, an
sebesar 25,62% dibandingkan dengan tahun2018 sebesar increase of 25.62% compared to that of 2018 amounting
USD833,84 juta. Kenaikan ini disebabkan oleh peningkatan to USD833.84 million. This increase was caused by the
aset tidak lancar sebesar 27,77% yang berasal dari kenaikan increase in non-current assets by 27.77% which came from
dana pemeliharaan pesawat dan uang jaminan. Sementara the increase in aircraft maintenance funds and security
liabilitas tahun 2019 sebesar USD1,04 miliar, meningkat deposits. While the 2019 liabilities amounted to USD1.04
sebesar 25,62% dibandingkan tahun 2018 sebesar USD827,73 billion, an increase of 25.62% compared to that of 2018
juta yang disebabkan karena kenaikan penerimaan dana amounting to USD827.73 due to the increase in receipts of
jaminan sebesar 25,40%. Laba bersih sebesar USD1,52 juta collateral funds of 25.40%. Net profit of USD1.52 million
yang diperoleh selama tahun 2019 meningkatkan ekuitas obtained during 2019 had increased the Company’s equity
perusahaan sebesar 24,88% dibandingkan dengan total by 24.88% compared to total equity in the previous year
ekuitas tahun sebelumnya sebesar USD6,10 juta. of USD6.10 million.
Jumlah pesawat lease tahun 2019 sebesar 140 unit The number of leased planes in 2019 was 140 units, an
meningkat 8,53% dibandingkan tahun 2018 sebesar increase of 8.53% compared to that of 2018 of 129 units.
129 unit. Demikian pula dengan jumlah mesin lease tahun Similarly, the number of leased machines in 2019 was 13
2019 sebesar 13 unit meningkat 8,33% dibandingkan units, an increase of 8.33% compared to that of 2018 of
tahun 2018 sebesar 12 unit. 12 units.
PT GARUDA MAINTENANCE FACILITY PT GARUDA MAINTENANCE FACILITY

AEROASIA AEROASIA
Tabel Kinerja Usaha Garuda Maintenance Facility Aeroasia

Table of Business Performance of PT Garuda Maintenance Facility Aeroasia
(dalam USD ribu) | (in thousand USD)
Pertumbuhan
Uraian Growth
2019 2018 2017 2016 2015 CAGR
(%)
Laba (Rugi)
Profit (Loss)
Pendapatan Usaha
519.484,49 470.019,79 439.281,24 388.662,51 305.590,12 14,18 10,52
Operating Revenue
Laba (Rugi) Usaha

15.042,18 28.450,11 66.226,28 83.087,70 50.590,17 (26,16) (47,13)
Laba (Rugi) Bersih

(2.988,52) 11.124,99 50.946,35 57.742,21 36.184,97 N.A. (126,86)
Net Profit (Loss)
EBITDA
32.706,08 44.034,21 80.199,17 94.473,14 59.498,49 (13,89) (25,73)
EBITDA
Posisi Keuangan
Financial Position
Aset
756.390,46 709.424,47 539.150,88 442.589,11 312.994,60 24,68 6,62
Assets
Liabilitas
491.115,13 436.395,64 233.362,31 270.034,36 190.202,73 26,76 12,54
Liabilities
Ekuitas
265.275,33 273.028,84 305.788,57 172.554,75 122.791,86 21,24 (2,84)
Equity
Operasional
Operations
Line Maintenance (Maintenance Event) 255.091 395.073 352.944 253.205 313.478 (5,02) (35,43)
Airframe (Maintenance Event) 394 440 1.596 1.576 1.251 (25,09) (10,45)
Component (Maintenance Event) 95.520 83.927 70.091 57.730 50.416 17,32 13,81
Engine (Maintenance Event) 124 133 130 81 62 18,92 (6,77)


Selama tahun 2019 PT Garuda Maintenance Facility Aero During 2019, PT Garuda Maintenance Facility Aero Asia
Asia memperoleh pendapatan usaha sebesar USD519,48 obtained operating revenues of USD519.48 million, an
juta, meningkat 10,52% dibandingkan tahun 2018 sebesar increase of 10.52% compared to that of 2018 of USD470.02
USD470,02 juta . Pencapaian ini dikontribusikan dari million. This achievement was contributed by the increase
kenaikan operasional perbaikan komponen tumbuh sebesar in components repair which grew by 13.81%. Operating
13,81%. Beban usaha tercatat sebesar USD504,44 juta, expense was recorded at USD504.44 million, an increase
terdapat kenaikan sebesar 14,24% terutama ada kenaikan of 14.24% , which mainly due to the increase in sub-
biaya sub kontrak, kenaikan biaya material dan kenaikan contract costs, increase in material costs, and increase in
biaya personal. personal costs.
Setelah memperhitungkan pendapatan dan beban lain- After calculating revenue, other expenses, and tax expenses,
lain serta beban pajak, perusahaan mengalami rugi bersih the Company suffers a net loss of USD2.99 million, a
sebesar USD2,99 juta, menurun 126,86% dibandingkan decrease of 126.86% compared to that of 2018 of a net
tahun 2018 laba bersih sebesar USD11,12 juta. Penurunan profit of USD11.12 million. The decrease was triggered
tersebut dipicu oleh kenaikan biaya usaha sebesar 14,24% by the increase in operating expenses of 14.24%, which
terutama dari biaya financial charge yang lebih tinggi was mainly from the financial charge expenses, which was
21,67% dibandingkan dengan 2018. 21.67% higher than that of 2018.

Aset tahun 2019 sebesar USD756,39 juta, meningkat Assets in 2019 amounted to USD756.39 million, an increase
6,62% dibandingkan aset tahun 2018 sebesar USD709,42 of 6.62% compared to 2018 assets of USD709.42 million.
juta. Peningkatan tersebut karena ada kenaikan aset tetap, The increase was due to the increase of fixed assets, related
piutang usaha pihak berelasi dan persediaan. Liabilitas party trade receivables, and inventories. Liabilities in 2019
tahun 2019 sebesar USD491,12 juta, meningkat 12,54% amounted to USD491.12 million, an increase of 12.54%
dibandingkan tahun 2018 sebesar USD436,40 juta. compared to that of 2018 amounting to USD436.40 million.
Peningkatan tersebut karena adanya kenaikan utang jangka The increase was due to the increase in short-term loans
pendek dan utang jangka panjang. Ekuitas tahun2019 and long-term loans. Equity in 2019 was USD265.28
sebesar USD265,28 juta, turun 2,84% dibandingkan tahun million, a decrease of 2.84% compared to that of 2018 of
2018 sebesar USD273,03 juta. Peningkatan tersebut karena USD273.03 million The increase was due to the increase
kenaikan Other Comprehensive Income. of Other Comprehensive Income.
Line maintenance tahun 2019 sebesar 255.091 maintenance Line maintenance in 2019 was 255,091 maintenance
event, turun 35,43% dibandingkan tahun 2018 sebesar event, a decrease of 35.43% compared to that of 2018 of
395.073 maintenance event. Penurunan tersebut karena 395,073 maintenance event. The decrease was due to the
penurunan maintenance event dari Garuda dan Citilink decrease in maintenance events from Garuda and Citilink,
terutama untuk pekerjaan transit check pesawat narrow especially for transit check work for narrow body aircraft.
body.
Airframe tahun 2019 sebesar 394 maintenance event, Airframe in 2019 was 394 maintenance events, a decrease
turun 10,45% dibandingkan tahun 2018 sebesar 440 of 10.45% compared to that of 2018 of 440 maintenance
maintenance event. Penurunan tersebut karena penurunan events. The decrease was due to a decrease in the work of
pekerjaan C check pesawat narrow body Garuda dan C check Garuda narrow body aircraft and a decrease in the
penurunan pekerjaan pesawat narrow body dan wide body work of narrow body and wide body aircraft for Non Garuda.
untuk Non Garuda.
Component tahun 2019 sebesar 95.520 maintenance Component in 2019 was 95,520 maintenance events, an
event, naik 13,81% dibandingkan tahun 2018 sebesar increase of 13.81% compared to that of 2018 of 83,927
83.927 maintenance event. Peningkatan tersebut karena maintenance events. The increase was due to the increase
maintenance event calibration Garuda dan Non Garuda in maintenance events of calibration of Garuda and Non
meningkat di samping itu ada kenaikan pekerjaan electro Garuda, in addition to an increase in electro mechanical
mechanical dan landing gear Non Garuda meningkat work and landing gear of Non Garuda.

Engine tahun 2019 sebesar 124 maintenance event, turun Engine in 2019 was 124 maintenance events, a decrease
6,77% dibandingkan tahun 2018 sebesar 133 maintenance of 6.77% compared to that of 2018 of 133 maintenance
event. Penurunan tersebut terutama ada penurunan events. The decrease was mainly due to a decrease in non-
pekerjaan engine Non Garuda. Garuda engine work.
PT SABRE TRAVEL NETWORK INDONESIA PT SABRE TRAVEL NETWORK

INDONESIA
Tabel Kinerja Usaha PT Sabre Travel Network Indonesia
Table of Business Performance of PT Sabre Travel Network Indonesia
(dalam USD ribu | in thousand USD)
Pertumbuhan
Uraian
2019 2018 2017 2016 2015 CAGR Growth
Description
2018-2019 (%)
Laba (Rugi)
Profit (Loss)
Pendapatan Usaha
4.817,59 4.221,43 4.138,77 4.059,59 3.321,03 9,75 14,12
Operating Revenue
Laba (Rugi) Usaha

718,70 943,40 885,57 1.193,61 765,21 (1,56) (23,82)
Laba (Rugi) Bersih

606,60 724,14 723,31 946,11 602,66 0,16 (16,23)
Net Profit (Loss)
EBITDA
886,30 1.078,01 985,05 1.294,13 919,32 (0,91) (17,78)
EBITDA
Posisi Keuangan
Financial Position
Aset
12.423,84 11.018,53 9.870,14 9.122,47 7.743,00 12,55 12,75
Assets
Liabilitas
1.569,17 1.383,59 1.095,70 1.408,26 1.155,05 7,96 13,41
Liabilities
Ekuitas
10.854,67 9.634,94 8.774,44 7.714,21 6.587,95 13,30 12,66
Equity
Operasional
Operations
Free Independent Traveler (FIT) (booking segment) 3.858.519 3.728.738 3.686.002 3.675.365 2.830.689 8,05 3,48
Group (booking segment) 1.154.047 1.128.941 1.093.786 1.119.553 981.164 4,14 2,22

Pendapatan usaha PT Sabre Travel Network Indonesia PT Sabre Travel Network Indonesia’s operating revenues
tahun 2019 sebesar USD4,82 juta, meningkat 14,12% in 2019 amounted to USD4.82 million, an increase of
dibandingkan dengan tahun 2018 yang sebesar USD4,22 14.12% compared to that of 2018 which amounted to
juta yang dikontribusikan dari kenaikan pendapatan komisi USD4.22 million, which was contributed from the increase
sebesar 13,52% seiring kenaikan booking segment dan non in commission revenue by 13.52% in line with the increase
core sebesar 34,82%. Beban usaha tahun 2019 sebesar USD in booking segment and non-core by 34.82%. Operating
4,09 juta, meningkat sebesar 25,04% dari tahun lalu terutama expense in 2019 was USD4.09 million, an increase of
disebabkan oleh kenaikan biaya administrasi dan umum. 25.04% from that of previous year, which was mainly due
to the increase in general and administrative expenses.
Setelah memperhitungkan pendapatan lain-lain dan beban After calculating other revenues and tax expenses, in 2019,
pajak, tahun 2019 PT Sabre Travel Network meraih laba PT Sabre Travel Network achieved a net profit of USD606.6
bersih sebesar USD606,6 ribu atau menurun sebesar 16,23% thousand or a decrease of 16.23% compared to that of 2018
dibandingkan dari tahun 2018 yang sebesar USD724,14 ribu. which amounted to USD724.14 thousand. The decrease
Penurunan laba disebabkan kenaikan biaya usaha sebesar in profit was due to the increase in operating expenses by
25,04% sementara pendapatan usaha naik hanya 14,12%. 25.04% while operating revenue rose only 14.12%.


Jumlah aset PT Sabre Travel Network tahun 2019 sebesar Total assets of PT Sabre Travel Network in 2019 amounted
USD12,42 juta, meningkat 12,75% dibandingkan tahun to USD12.42 million, an increase of 12.75% compared to
2018 sebesar USD11,02 juta yang disebabkan oleh kenaikan that of 2018 of USD11.02 million, which was caused by the
kas dan setara kas, aset tetap dan aset tidak lancar lainnya. increase in cash and cash equivalents, fixed assets, and other
Sedangkan liabilitas tahun 2019 sebesar USD1,57 juta, non-current assets. While liabilities in 2019 amounted to
meningkat 13,41% dari tahun 2018 sebesar USD1,38 USD1.57 million, an increase of 13.41% from that of 2018
juta. Peningkatan liabilitas karena kenaikan utang usaha of USD1.38 million. The increase in liabilities was due to
lainnya dan Employee Benefit Obligation. Ekuitas meningkat the increase in other trade payables and employee benefit
12,66% dari USD9,63 juta di tahun 2018 menjadi sebesar obligation. Equity increased by 12.66% from USD9.63
USD10,85 juta di tahun 2019 yang disebabkan kenaikan million in 2018 to USD10.85 million in 2019 due to the
akumulasi laba. increase in profit accumulation.
Free Independent Traveler tahun 2019 sebesar 3.858.519, naik Free Independent Traveler in 2019 was 3,858,519, an
3,48% dibandingkan tahun 2018 sebesar 3.728.738. Peningkatan increase of 3.48% compared to that of 2018 of 3,728,738.
tersebut karena booking segment (personal) meningkat. The increase was due to the increased booking segment
(personal).
Group booking segment tahun 2019 sebesar 1.154.047, Group booking segment in 2019 was 1,154,047, an increase
naik 2,22% dibandingkan tahun 2018 sebesar 1.128.941. of 2.22% compared to that of 2018 of 1,128,941. The
meningkat
TINJAUAN PENDUKUNG BISNIS OVERVIEW OF BUSINESS SUPPORT
ANCILLARY REVENUES ANCILLARY REVENUES

Ancillary Revenues adalah sumber pendapatan Perseroan di Ancillary Revenues are sources of the Company’s revenue
luar penjualan tiket yang dihasilkan baik melalui penjualan excluding ticket sales generated through direct or indirect
langsung maupun tidak langsung kepada penumpang sales to passengers as part of the travel experience. Ancillary
sebagai bagian dari travel experience. Ancillary Revenues Revenues are a common practice for various airlines in
merupakan hal yang umum dilakukan oleh berbagai maskapai the world, from Low Cost Carriers to Full Service Carriers.
di dunia, baik Low Cost Carrier hingga Full Service Carrier. Business activities that generate Ancillary Revenues for the
Aktivitas usaha yang menghasilkan Ancillary Revenues bagi Company include: a-la carte features, commission-based
Perseroan meliputi: fitur a-la carte, produk commission- products, frequent flyer programs, and ad sales.
based, frequent flyer program dan penjualan iklan.
Pada tahun 2019 ini ancillary products dan loyalty program In 2019, ancillary products and loyalty programs still received
tetap mendapatkan perhatian khusus sebagai alternatif special attention as an alternative to the Company’s revenue
pendapatan Perseroan diluar tiket penerbangan. Perseroan excluding flight tickets. The Company saw that Ancillary
melihat ancillary product dan loyalty program dapat menjadi products and loyalty programs can become game changers
game changer beyond the core. Untuk itu pembenahan beyond the core. Therefore, improvements were made
sudah dimulai sejak pertengahan tahun 2017 dengan in mid-2017 by including the development of Ancillary
memasukan pengembangan ancillary products dan loyalty Products and Loyalty programs in the 2018-2020 Corporate
program dalam Rencana Jangka Panjang Perusahaan (RJPP) Long-Term Plan (RJPP) - SkyBeyond 3.5.
2018-2020 - SkyBeyond 3.5.
Agar pengelolaan potensi ancillary revenue lebih maksimal, In order to manage the potential of Ancillary Revenue more
maka disusun sebuah organisasi yang fokus mengelola ancillary optimally, an organization focusing on managing Ancillary
products dan loyalty program. Dikepalai oleh seorang Vice Products and Loyalty Programs was established. Headed by
President dimana unit ini berfokus kepada mengoptimalkan a Vice President where this unit focuses on optimizing the
loyalty program, dan pengembangan ancillary products, dan Loyalty Program and developing Ancillary Products, and
media advertising. Beberapa inisiatif strategis dan taktikal Media Advertising. Several strategic and tactical initiatives
dilakukan untuk meningkatkan pendapatan melalui ancillary were undertaken to increase the Ancillary Revenue, among
revenue antara lain sebagai berikut: others, as follows:

1. GarudaMiles Integration within Garuda Indonesia Group 1. GarudaMiles Integration within Garuda Indonesia Group
2. Program redemption tiap kuartal; GIAnniversary pada 2. Redemption program every quarter; GIAnniversary
kuartal I (Q1), Easy Escape pada kuartal II (Q2), Endless in the first quarter (Q1), Easy Escape in the second
Explore pada kuartal III (Q3), dan GarudaMiles Year quarter (Q2), Endless Explore in the third quarter
End Experience untuk menutup akhir tahun 2019. (Q3), and GarudaMiles Year End Experience to close
the end of 2019.
3. Pengembangan produk redemption non air, melalui 3. Development of non-air redemption products, through
program GIAEvent yakni penukaran miles ke tiket the GIAEvent program, which is the exchange of miles
konser Westlife, Tulus, Batik Music Festival – David to tickets for Westlife, Tulus concerts, Batik Music
Foster dan Yovie and Friends dan konser lainnya. Festival - David Foster and Yovie and Friends and
other concerts.
4. Program GarudaMiles member experience melalui 4. GarudaMiles member experience program through
pemberian birthday gift untuk anggota GarudaMiles giving birthday gifts to GarudaMiles Platinum members,
Platinum, upgrade kelas penerbangan menggunakan miles upgrading flight classes using miles from all subclasses,
dari seluruh subclass, dan redemption produk Inflight and redemption of Inflight Shop products in Terminal
Shop di Lounge Terminal 3 Bandara Soekarno-Hatta 3 Lounge at Soekarno-Hatta Airport.
5. Pengembangan partnership dengan beberapa partner, 5. Development of partnerships with several partners,
baik partner yang sudah berjalan maupun partner both existing and new partners, such as Traveloka,
baru, seperti Traveloka, Frank & Co, Telkomsel, Bank Frank & Co, Telkomsel, Bank BNI, Bank BCA, Allianz,
BNI, Bank BCA, Allianz dan partner lainnya. and other partners.
6. Pengembangan integrasi system partner secara real 6. Development of integrated partner system in real time
time melalui teknologi Host to Host/API. through Host to Host/API technology.
7. Peluncuran Produk GarudaPriority Services. 7. GarudaPriority Services Product Launch.
8. Revamping program branding pada media boarding 8. Revamping the branding program on boarding pass
pass. media.
KINERJA ANCILLARY REVENUES PERFORMANCE OF ANCILLARY REVENUES

Uraian mengenai kinerja ancillary revenues disajikan sebagai Description of ancillary revenues is explained as follows:
berikut.
Tabel Indikator Operasional Ancillary Revenues
Table of Operational Indicator of Ancillary Revenues
Pertumbuhan Pertumbuhan
Uraian
2019 2018*) 2017 2016 2015 CAGR Growth Growth
Description
2018-2019 2018-2019 (%)
Anggota GAMiles
7.961.157 3.423.113 1.716.768 1.895.070 1.583.412 49,74 4.538.044 132.57
GAMiles Member
Anggota SuperGreen
789.354 117.281 52.832 38.331 52.943 96,50 672.073 573.05
SuperGreen Member
Mileage Redeem GAMiles (juta)

3.908,19 4.871,05 2.065,99 2.383,20 2.566,94 11,08 (963) (19,77)
GAMiles Mileage Redeem (million)
Mileage Redeem SuperGreen (juta)

SuperGreen Mileage Redeem 140,26 72,48 18,78 - - - 68 93,51
(million)
Partnership GAMiles
82 80 79 71 50 13,16 2 2,50
GAMiles Partnership
*) Restated
Transaksi Redeem merupakan miles yang ditukarkan oleh Redeem transactions are miles that are exchanged by
member untuk memperoleh “award”. Miles bisa ditukar baik members to get an “award”. Miles can be exchanged both
untuk penerbangan (Garuda Indonesia, Citilink, SkyTeam, for flights (Garuda Indonesia, Citilink, SkyTeam, Airline
Airline Partner) dan non penerbangan (product sales on Partners) and non-airlines (product sales on board, hotels,
board, hotel, voucher e-commerce, product GarudaMiles). e-commerce vouchers, GarudaMiles products). In 2019,
Di tahun 2019, jumlah Milage Redeem tercatat sebesar the number of Mileage Redeem was recorded at 3,908.19
3.908,19 juta, turun sebesar 19,77% dibandingkan tahun million, a decrease of 19.77% compared to that of 2018
2018 sebesar 4.871,05 juta. Meskipun demikian, Mileage of 4,871.05 million. Nonetheless, SuperGreen Mileage
Redeem SuperGreen meningkat sebesar 93,51% dari 72,48 Redeem increased by 93.51% from 72.48 million in 2018

juta di tahun 2018 menjadi 140,26 juta di tahun 2019. to 140.26 million in 2019. This increase was in line with
Peningkatan tersebut sejalan dengan kenaikan anggota the increase in SuperGreen members by 573.05%, GAMiles
SuperGreen sebesar 573,05%, Anggota GAMiles sebesar Members by 132.57%, and GAMiles Partnership by 2.50%.
132,57% serta Partnership GAMiles yang sebesar 2,50%.
Tabel Ancillary Revenues

Table of Ancillary Revenues
(dalam USD penuh) | (in full USD)
Pertumbuhan Pertumbuhan
Uraian
2019 2018*) 2017 2016 2015 CAGR Growth Growth
Description
2018-2019 2018-2019 (%)
Ancillary Revenues (USD) 87.259.483 105.417.767 83.372.600 63.864.766 64.882.612 7,69 (18.158.284) (17,23)
Penumpang (Orang)
31.894.383 38.444.358 36.237.704 34.999.847 32.961.027 (0,82) (6.549.975) (17,04)
Passengers (People)
Ancillary Revenues Per Penumpang

(USD/Orang)
2,74 2,74 2,30 1,82 1,97 8,58 (0) (0,23)
Ancillary Revenues per Passenger
(USD/Person)
*) Restated
Ancillary Revenues tahun 2019 sebesar USD87,26 juta, Ancillary Revenues in 2019 was USD87.26 million, a decrease
menurun 17,23% dibandingkan dengan tahun 2018 yang of 17.23% compared to that of 2018 of USD105.42 million.
sebesar USD105,42 juta. Penurunan tersebut seiring dengan The decrease was in line with the decrease in the number
penurunan jumlah penumpang sebesar 17,04%, sehingga of passengers by 17.04%, thus, ancillary revenues per
ancillary revenues per penumpang juga turun sebesar 0,23%. passenger also decreased by 0.23%.
BISNIS KARGO CARGO BUSINESS

Peningkatan kualitas infrastruktur di Pulau Jawa dan Improved infrastructure quality in Java and Sumatra has
Sumatera telah mendorong penurunan biaya logistik led to lower logistics costs for land and sea modes. This
untuk moda darat dan laut. Hal ini juga berdampak pada also had an impact on increasing the logistic volume using
peningkatan volume logistik yang menggunakan moda land mode, resulting in a decrease in air cargo market size
darat, sehingga berakibat pada turunnya market size kargo in the domestic sector by 9.4% compared to that of 2018.
udara pada sektor domestik sebesar 9,4% dibandingkan In the international sector, the slowdown in trade volume
tahun 2018. Pada sektor Internasional, perlambatan volume caused by the trade war between the United States and
perdagangan yang disebabkan oleh perang dagang antara China had pushed the growth of air cargo market size by
Amerika dan China telah menekan pertumbuhan market size (14.7%) compared to that of 2018 period.
kargo udara hingga (14,7%) dibandingkan periode 2018.
Menanggapi kondisi tersebut, Garuda Indonesia telah In response to these conditions, Garuda Indonesia
menerapkan strategi dynamic pricing untuk mengoptimalkan implemented a dynamic pricing strategy to optimize revenue
pendapatan di tengah penurunan market kargo udara yang amid a significant reduction in the air cargo market. In
cukup signifikan. Selain itu, kerjasama capacity provider addition, the capacity provider collaboration with MyIndo
dengan MyIndo Airline, telah membantu Garuda Indonesia Airline, has helped Garuda Indonesia in serving air cargo
dalam melayani permintaan kargo udara pada rute-rute requests on routes with limited capacity. As a result, the
dengan kapasitas yang terbatas. Sebagai hasilnya, tahun year 2019 was successfully closed with a 12% increase in
2019 berhasil ditutup dengan kenaikan pendapatan kargo air cargo revenue.
udara sebesar 12%.
Menjelang akhir 2019, Garuda Indonesia kembali Towards the end of 2019, Garuda Indonesia faced another
menghadapi tantangan dengan adanya indikasi mewabahnya challenge of the indication of COVID-19 virus outbreak
virus COVID-19 yang akan berakibat pada anjloknya which would result in a drop in international flight demand.
permintaan penerbangan Internasional. Kondisi ini akan This condition will significantly reduce the capacity of
secara signifikan mengurangi kapasitas produksi belly belly space cargo production, which tends to reduce the
space kargo, yang cenderung menekan kemampuan ability of Garuda Indonesia to generate cargo revenue from

Garuda Indonesia dalam menghasilkan pendapatan international flights. Faced with this issue, in mid-2020
kargo dari penerbangan internasional. Menghadapi hal Garuda Indonesia will operate 2 (two) 737-800 freighter
ini, pada pertengahan tahun 2020 Garuda Indonesia planes which are expected to be the spearhead in maximizing
akan mengoperasikan 2 pesawat freighter 737-800 the potential of air cargo business in Asia and Australia.
yang diharapkan dapat menjadi ujung tombak dalam
memaksimalkan potensi bisnis kargo udara di Asia dan
Australia.
KINERJA BISNIS KARGO PERFORMANCE OF CARGO BUSINESS

Di tengah penurunan kapasitas yang mencapai 11,47%, In the midst of a capacity decline of 11.47%, the price
strategi penyesuaian harga terutama di pasar domestik adjustment strategy especially in the domestic market was
mampu menghasilkan kinerja positif. Secara total kenaikan able to produce positive performance. In total, the average
harga rata-rata mencapai 47,72%, dari semula sebesar price increase reached 47.72%, from USc29.67 in 2018 to
USc29,67 di tahun 2018 menjadi USc43,83 pada tahun USc43.83 in 2019. Revenue generated from cargo reached
2019. Pendapatan yang dihasilkan dari kargo mencapai USD326.94 million or an increase of 23.12% compared to
USD326,94 juta atau meningkat 23,12% dibandingkan that of 2018 of USD265.55 million. The positive outcome
tahun 2018 sebesar USD265,55 juta. Hasil positif of cargo revenue is the impact of price adjustment strategy
pendapatan kargo ini merupakan dampak dari strategi that has been implemented since the end of 2018.
penyesuaian harga yang diterapkan sejak akhir tahun 2018.
Melemahnya permintaan kargo udara yang ditandai dengan Weakening demand for air cargo marked by the decrease in
penurunan market size kargo udara menekan tingkat isian air cargo market size and depressed the cargo load factor
kargo (CLF) dari semula sebesar 59,86% di tahun 2018 (CLF) from 59.86% in 2018 to 51.85% in 2019. The decline
menjadi 51,85% di sepanjang tahun 2019. Penurunan trafik in traffic has an impact on warehouse revenue.
ini berdampak pada pendapatan warehouse.
Tabel Indikator Operasional dan Pendapatan Usaha dari Bisnis Kargo

Table of Operational Indicator of and Business Revenue from Cargo Business
(dalam USD penuh | in full USD)
Pertumbuhan
Uraian 2018-2019
2019 2018*) 2017 2016 2015 CAGR Growth
Description YoY (%)
2018-2019
Pendapatan Kargo dan Dokumen

326.937.569 265.551.357 245.736.959 229.065.059 195.881.477 13,66 61.386.212 23,12
Revenue from Cargo and Document
Jumlah Kargo (Ton)

335.764 453.777 446.760 415.824 351.741 (1,16) (118.013) (26,01)
Total Cargo (tons)
Jumlah Surat dan Dokumen (Ton)

13.664,13 16.753,10 12.958,36 13.893,90 12.427,17 2,40 (3.089) (18,44)
Total Mail and Document (tons)
Jumlah Freight (Ton)

322.099,85 437.023,74 433.801,43 401.930,10 339.313,54 (1,29) (114.924) (26,30)
Total Freight (tons)
Cargo Load Factor/CLF (%) 51,85 59,86 59,4 54,22 47,52 54,57 (8) (13,38)
Cargo Yield (Usc/kg) 43,83 29,67 27,59 29,09 32,01 8,17 14 47,72
*) Restated
Dalam rangka menjaga kesinambungan usaha dengan In order to maintain business continuity by prioritizing
mengedepankan tujuan-tujuan strategis, pada tahun 2019 strategic objectives, several initiatives and work programs
telah dilaksanakan beberapa inisiatif dan program kerja. were carried out in 2019. The following is the realization
Berikut ini adalah realisasi dari rencana bisnis yang telah of business plans that have been set to achieve the targets
ditetapkan untuk mencapai target yang dicanangkan oleh set by the Company.
Perseroan.

Strategic
Freighter Warehousing China & Korea Drone test
Agreement with KoperCab GIABox SWP CSA TauBeres
Operation GSSA Flight
RPX & DBM
Jan Apr May Jun Aug Sep Okt Dec
> 5.0 Mio Kgs Increase Garuda Deliver culinary, Securing sales Most convenient Apointing Australia Logistic The future
shipment on board cargo terminal personal effect, and performance at & environment Cargo Sales Agwnt services of logistic
> 500 flights capacity up to miscellaneous door to USD 34 mio/ friendly ways to & Upgrading marketplace services
departed 250 tons/day door express services year pack any shipment Warehouse
Management system
Sebagai hasil dari penerapan strategi-strategi di atas, di As the implementation results of the above strategies,
samping kinerja positif pada sisi finansial, Perseroan juga in addition to the positive performance on the financial
tetap tercatat sebagai pemimpin pasar dengan penguasaan side, the Company also remains listed as the market leader
pasar sebesar 45% pada rute domestik. Sedangkan untuk with a 45% market share in the domestic route. As for
pasar internasional inbound dan outbound Jakarta, Perseroan Jakarta’s inbound and outbound international markets, the
mampu meraih pangsa pasar sebesar 17%, diikuti Singapore Company was able to gain a market share of 17%, followed
Airlines, Cathay Pacific, China Airlines, Qatar dan Emirates. by Singapore Airlines, Cathay Pacific, China Airlines, Qatar,
and Emirates.
Market Share of Domestic Routes 2019 Market Share of International Routes 2019
(dalam % | in %) (dalam % | in %)
5 1
5 17
26
44
15
45
18
9
5 5 5
Sriwijaya group Garuda Indonesia Garuda Indonesia China Airlines Others
Air Asia Ciitilink Singapore Airlines Qatar Airways
others Lion Group Cathay Pacific Emirates AIriline
Sumber: Angkasa Pura II Inbound and Outbond Jakarta, Januari-Desember 2019

Source: Angkasa Pura II Inbound and Outbound Jakarta, January-December 2019

PROSPEK DAN STRATEGI BISNIS KARGO PROSPECT AND STRATEGY OF CARGO

TAHUN 2020 BUSINESS IN 2020
Pada tahun 2020 diperkirakan pertumbuhan pergerakan In 2020, it is estimated that growth in the movement of
barang e-commerce dan market place akan semakin pesat, e-commerce and market place goods will accelerate, thus,
sehingga pasar kargo udara tetap tumbuh. Bergabungnya air cargo market continues to grow. Freighter aircraft that
pesawat freighter dalam armada Perseroan yang akan will join the Company’s fleet in mid 2020 will be a solution
dilakukan pada pertengahan tahun 2020 merupakan solusi to anticipate the market growth. The 737-800F freighter
untuk mengantisipasi pertumbuhan pasar tersebut. Pesawat series have more capacity and reach compared to the
freighter seri 737-800F mempunyai kapasitas dan daya 737 classic freighter series currently operated by MyIndo
jangkau yang lebih jauh dibandingkan pesawat freighter Airline in a capacity provider collaboration with Garuda
seri 737 classic yang saat ini dioperasikan oleh MyIndo Indonesia. In addition, the aircraft engine is included in
Airline dalam kerjasama capacity provider dengan Garuda the environmentally friendly category, thus, it is allowed to
Indonesia. Selain itu, mesin pesawat tersebut sudah termasuk land in various international freighter hubs. Therefore, the
kategori environmentally friendly sehingga diperkenankan aircraft will be a backbone on Asian and Chinese regional
mendarat di berbagai hub freighter internasional. Oleh routes amid the restrictions on regular production capacity
karena itu, pesawat tersebut akan menjadi back-bone pada as a result of the COVID-19 outbreak. With these aircraft,
rute-rute regional Asia dan China di tengah pembatasan e-commerce products from China and marine products
kapasitas produksi reguler sebagai akibat wabah COVID-19. from eastern Indonesia will get to their destinations faster.
Dengan pesawat tersebut, produk-produk e-commerce dari
China dan marine product dari Indonesia timur akan lebih
cepat sampai ke tujuan.
Selain pengoperasian pesawat freighter, Perseroan juga In addition to operating freighter aircraft, the Company
akan menambah kapasitas melalui kerjasama dengan airline will also increase capacity through cooperation with
partner dalam bentuk Special Prorate Agreement (SPA), airline partners in the form of Special Prorate Agreement
Block Space Agreement (BSA) dan code share. Penunjukan (SPA), Block Space Agreement (BSA), and code share. The
General Sales and Service Agent (GSSA) untuk mengelola appointment of General Sales and Service Agent (GSSA)
bisnis kargo Perseroan di kantor cabang di kota-kota to manage the Company’s cargo business at branch offices
internasional akan terus diperluas untuk memperkuat in international cities will continue to be expanded to
jalur distribusi. strengthen the distribution channels.
Meskipun prospek pasar kargo udara cukup tinggi, Although the prospect of air cargo market is quite high, there
terdapat beberapa issue yang berpotensi mengurangi laju are a number of issues that have the potential to reduce the
pertumbuhannya, diantaranya adalah Peraturan Menteri growth rate, including the Minister of Finance Regulation
Keuangan (PMK) 199/2019 tentang pengenaan pajak pada (PMK) 199/2019 on the imposition of tax on imported
barang impor minimum senilai USD3 dari semula USD75. goods worth a minimum of USD3 from previously USD75.
Selain itu, melemahnya nilai tukar mata uang Rupiah juga In addition, the weakening of Rupiah can also disrupt the
bisa berpotensi mengganggu pertumbuhan pasar kargo air cargo market growth. The growth of domestic substitute
udara. Tumbuhnya pesaing substitusi di Domestik, yaitu competitors, such as the land transportation (trucking)
moda transport darat (trucking) yang kian membaik seiring mode, which is getting better along with the improvement
dengan meningkatnya infrastruktur di Jawa dan Sumatera of infrastructure in Java and Sumatra, becomes a challenge
menjadi tantangan tersendiri bagi Perseroan untuk tetap for the Company to continue to be able to take advantage
bisa memanfaatkan setiap peluang yang ada. of every available opportunity.
Dari sisi internal Perseroan, konsistensi produk harus From the internal side of the Company, product consistency
dijaga agar layanan tetap prima. Oleh karena itu upaya must be maintained so that the service remains excellent.
perbaikan infrastruktur untuk menunjang efisiensi dan Therefore, efforts to improve infrastructure to support
mendukung operasional menjadi prioritas utama program efficiency and support operations become the top priority
kerja tahun 2020. of the work program in 2020.

RENCANA KERJA BISNIS KARGO 2020 CARGO BUSINESS WORK PLAN 2020
Tantangan bagi bisnis layanan pengangkutan kargo udara The challenge for air cargo transportation service business is
adalah menyediakan kapasitas untuk bisa menyerap pasar to provide capacity to be able to absorb the rapidly growing
tumbuh dengan yang pesat. Teknologi akan berperan dalam market. Technology will play a role in providing facilities
menyediakan sarana dan mendukung pola bisnis yang and supporting efficient business patterns while improving
efisien sekaligus meningkatkan layanan kepada pelanggan. service to customers. Therefore, the Company is committed
Oleh karena itu Perseroan sudah berkomitmen untuk to improving the cargo service infrastructure both in the
meningkatkan infrastruktur pelayanan kargo baik di Gudang warehouse and in all departure stations.
(warehouse) maupun di seluruh stasiun keberangkatan.
Effective Revenue
Channel Enchancement
Distribution
Network Organization
Expansion Excellence
Freighter Service
Operation Excellence
Untuk merespon tantangan di tahun 2020, Perseroan To respond to the challenges in 2020, the Company will
akan melakukan langkah-langkah strategis untuk take strategic steps to maintain market dominance and at
mempertahankan penguasaan pasar dan sekaligus the same time meet revenue targets with excellent service,
memenuhi target pendapatan dengan layanan yang tetap as follows:
prima, sebagai berikut:
1. Network Expansion 1. Network Expansion

Pengembangan jaringan dilakukan dengan cara Network development is performed by collaborating
bekerjasama dengan airline partner dengan kontrak with airline partners with Special Prorate Agreement
kerjasama Special Prorate Agreement (SPA), Block (SPA), Block Space Agreement (BSA), and code share
Space Agreement (BSA) dan code share. Selain itu, cooperation contracts. In addition, the use of freighter
penggunaan pesawat freighter yang akan diterbangkan aircraft to be flown on Asian regional routes is an effort
pada rute-rute regional Asia merupakan upaya untuk to expand the network and increase capacity.
memperluas jaringan dan menambah kapasitas.

2. Effective Channel Distribution 2. Effective Channel Distribution

Penunjukan General Sales and Service Agent (GSSA) The appointment of an offline General Sales and Service
offline merupakan cara untuk memperluas jalur Agent (GSSA) is a way to expand distribution channels,
distribusi, sehingga terbuka peluang untuk memasarkan thus, opportunities are open to market cargo services
layanan kargo meskipun belum ada penerbangan even though there are no direct flights in the city yet.
langsung di kota tersebut.
Garuda Indonesia akan melakukan upaya untuk Garuda Indonesia will make efforts to take back
mengambil kembali pasar domestik dan internasional domestic and international markets that were enjoyed
yang di tahun sebelumnya dinikmati oleh pesaing. by competitors in the previous year. Some capacity
Beberapa kapasitas yang masih idle juga akan that is still idle will also be offered to be filled by
ditawarkan untuk diisi oleh airline partner dengan airline partners under BSA contracts. This revenue
kontrak BSA. Optimalisasi pendapatan ini juga akan optimization will also be conducted on intra-Java
dilakukan pada rute-rute intra jawa yang pasarnya routes where the market has moved to many land
banyak berpindah ke moda transportasi darat. Untuk transportation modes. To maximize revenue, the
memaksimalkan pendapatan, Perseroan juga akan Company will also seek to directly enter into contract
berupaya untuk kontrak langsung dengan perusahaan with e-commerce market place and companies. In
e-commerce dan market place. Selain itu, kontrak addition, cooperation contracts with all GSSA partners
kerjasama dengan seluruh mitra GSSA di kantor cabang in international branch offices will be converted into
internasional akan dikonversi ke dalam skema Minimum the Minimum Guaranteed Revenue (MGR) scheme.
Guaranteed Revenue (MGR).
4. Organization Excellence 4. Organization Excellence
Perseroan akan menggabungkan organisasi kargo di The Company will merge cargo organizations at
kantor cabang (Branch Office/BO) akan diintegrasikan branch offices (BO Offices) to be integrated with
dengan struktur organisasi BO. Dengan integrasi ini BO organization structure. With this integration, BO
organisasi BO akan lebih efektif karena koordinasinya organization will be more effective because coordination
akan lebih mudah, proses penganggaran, pelayanan will be easier, the budgeting process, services, and
dan lain-lain akan lebih baik. others will be better.
5. Service Excellence 5. Service Excellence

Pelayanan kargo akan ditingkatkan dengan Cargo services will be improved by utilizing information
memanfaatkan kemajuan Teknologi Informasi (TI) technology (IT) advancements in logistics to develop
di bidang logistik untuk mengembangkan tracking tracking systems, improve infrastructure in warehouses,
system, perbaikan infrastruktur di warehouse, dan and warehouse management system. Communication
warehouse management system. Komunikasi dengan with customers Key agents are improved by involving
pelanggan Agen utama ditingkatkan dengan melibatkan top management to build trust and better synergy.
manajemen puncak untuk menjalin kepercayaan dan
sinergi yang lebih baik.
6. Freighter Operations 6. Freighter Operations
Delivery pesawat freighter B737-800F yang akan Delivery of B737-800F freighter that will begin in mid
dilakukan pada pertengahan tahun 2020 dimanfaatkan 2020 is used to increase the contribution of freighter
untuk menambah kontribusi penerbangan freighter, flights, by flying the regional routes of Asia and China.
yaitu dengan menerbangi rute-rute regional Asia To secure revenue, the commercial team has prepared
dan China. Untuk mengamankan pendapatan Tim a hardblock contract for potential agents.
komersial sudah menyiapkan kontrak hardblock bagi
Agen yang potensial.

GROUND SERVICES GROUND SERVICES

Perseroan memiliki visi untuk senantiasa meningkatkan The Company has a vision to continuously improve service
kualitas layanan yang berorientasi kepada kepuasan para quality that is oriented to the satisfaction of its customers.
pelanggannya. Layanan yang berkualitas premium diberikan Premium quality services are provided to passengers not
kepada para penumpang bukan hanya di dalam pesawat only on the flight (In-Flight Service) but also before and
(In-Flight Service) namun juga sebelum dan sesudah (Pre- after the flight (Pre-Post Flight, Pre-Post Journey).
Post Flight, Pre-Post Journey) penerbangan.
Integrasi dari keseluruhan layanan ini diharapkan dapat The integration of all these services is expected to be
dirasakan langsung oleh para penumpang di bandara felt directly by passengers at the departure and arrival
keberangkatan dan bandara kedatangan, melalui layanan airports, through ground services by ground service
darat (Ground Services) oleh para petugas layanan officers. Meanwhile, to provide passengers with memorable
darat. Sedangkan untuk memberikan pengalaman yang experience during the trip, through Garuda Indonesia
mengesankan bagi para penumpang selama perjalanan, maka Experience, passengers can interact directly with our friendly
melalui Garuda Indonesia Experience, para penumpang dapat frontliners who will fully assist the passengers’ needs.
berinteraksi langsung dengan para petugas frontliner kami
yang ramah dan akan membantu sepenuhnya kebutuhan
para penumpang.
Ground Services juga didukung oleh Garuda Indonesia Ground Services is also supported by Garuda Indonesia
Global Contact Center yang beroperasi 24 (dua puluh empat) Global Contact Center which operates 24 (twenty-four)
jam dan 7 (tujuh) hari dalam seminggu. Pelanggan dapat hours and 7 (seven) days a week. Customers can contact
menghubungi Global Contact Center melalui beberapa the Global Contact Center through several service access
pilihan akses layanan antara lain Call Center, Live Chat, options including Call Center, Live Chat, Social Media
Media Sosial (Twitter dan Facebook) dan Email. Pertanyaan (Twitter and Facebook), and Email. Questions and requests
dan permintaan terkait informasi penerbangan, reservasi, regarding flight information, reservations, as well as feedback
serta masukan dan saran dapat disampaikan langsung oleh and suggestions can be submitted directly by customers
pelanggan melalui Global Contact Center. Dimulai dari through the Global Contact Center. Starting from flight
layanan informasi jadwal penerbangan, pembelian tiket, schedule information services, ticket purchases, check-
check- in, permintaan layanan khusus selama penerbangan ins, special service requests during flights to GarudaMiles
sampai dengan layanan loyalty GarudaMiles, semua dapat loyalty services, all can be done by contacting the Global
dilakukan dengan menghubungi Global Contact Center. Contact Center.
KINERJA GROUND SERVICES PERFORMANCE OF GROUND SERVICES

Di tahun 2019, Perseroan melakukan pengembangan signifikan In 2019, the Company made a significant development
melalui pelatihan layanan staf darat, dengan memberikan through ground staff service training, by providing standard
pelatihan standar layanan (Uplifting Services) untuk seluruh training services (Uplifting Services) for all Front Office
frontliner Kantor Penjualan dan Bandara serta Global Contact Sales and Airport Offices and the Global Contact Center. To
Centre. Untuk tetap mempertahankan kualitas layanan para maintain the services quality of the Front Liners to remain
Front Liner agar tetap konsisten dari waktu ke waktu dan consistent over time and in line with the evolving passenger
sejalan dengan kebutuhan penumpang yang terus berkembang, needs, since 2018 the Company has also provided additional
maka sejak tahun 2018 Perseroan juga memberikan pelatihan training (Recurrent Uplifting Services). It is expected that
tambahan (Recurrent Uplifting Services). Diharapkan melalui through this significant development, passengers will be able
pengembangan signifikan ini maka para penumpang dapat to experience changes in services that are better, interactive,
merasakan perubahan layanan yang lebih baik, interaktif, dan and enjoyable. As a form of the Company’s commitment
menyenangkan. Sebagai bentuk komitmen Perseroan untuk to continue to maintain engagement with frontliners, in

terus menjaga engagement dengan para frontliner, maka pada April 2019 an appreciation was held for the frontliner by
bulan April 2019 telah dilaksanakan Apresiasi kepada Fronliner awarding 67 (sixty-seven) best frontliners for the 2018
dengan Penganugrahan Frontliner terbaik kepada 67 (enam performance appraisal from the Frontliner category of
puluh tujuh) Orang Frontliner terbaik untuk penilaian kinerja Sales Office, Airport, and Global Contact Center, who have
2018 dari kategori Frontliner Kantor Penjualan, Bandara dan provided excellent service to passengers and demonstrated
Global Contact Centre yang telah memberikan pelayanan excellent service performance through a good work ethic.
prima kepada para penumpang serta menunjukkan kinerja
layanan prima melalui etos kerja yang baik.
Untuk memenuhi persyaratan sebagai maskapai anggota To fulfill the requirements as a SkyTeam member airline, in
SkyTeam, dalam hal transfer khusus bagi para penumpang the event of special transfers for passengers using flights
yang melakukan penerbangan antar maskapai anggota aliansi among SkyTeam alliance airlines, the Company has begun
SkyTeam, maka Perseroan telah memulai implementasi layanan the implementation of SkyTransfer services supported by
SkyTransfer yang didukung oleh Connection Control Unit the Connection Control Unit (CCU) whose job is to focus
(CCU) yang tugasnya fokus pada penanganan penumpang on handling transfer passengers and their baggage.
transfer beserta bagasinya.
Di samping itu, layanan SkyPriority masih disediakan khusus In addition, the SkyPriority service is still provided exclusively
untuk para penumpang istimewa anggota SkyTeam Elite Plus for special passengers of SkyTeam Elite Plus members and
dan juga untuk penumpang First Class dan Business Class also for First Class and Business Class passengers in the form
berupa hamparan karpet merah di counter khusus untuk of a red carpet at a special counter for priority check-in and
priority check in dan priority drop off bagasi. priority drop off baggage
Selain itu penumpang istimewa tersebut juga bisa menikmati Moreover, special passengers can also enjoy Garuda
fasilitas Garuda Indonesia Lounge dan mendapatkan priority Indonesia Lounge facilities and get priority boarding.
boarding. SkyPriority didesain untuk memastikan konsistensi SkyPriority is designed to ensure consistency of service at
layanan di bandara-bandara utama seluruh anggota aliansi major airports of all SkyTeam alliance members.
SkyTeam
Sejak tanggal 1 Mei 2017, Perseroan telah memindahkan Since 1 May 2017, the Company has moved all international
seluruh operasional penerbangan Internasional ke Terminal 3 flight operations to Terminal 3 (three) Soekarno Hatta
(tiga) Bandara Internasional Soekarno Hatta yang selanjutnya International Airport, which will then be operated by all
akan dioperasikan oleh seluruh maskapai penerbangan international airlines. Terminal 3 (three) has a very large and
internasional. Terminal 3 (tiga) memiliki area yang sangat representative area for Garuda Indonesia which is categorized
luas dan representative untuk Garuda Indonesia yang as a 5-star airline version of Skytrax. The facilities available
berkategori maskapai berbintang 5 (lima) Versi Skytrax. at Terminal 3 (three) greatly support passenger comfort
Sarana yang tersedia di Terminal 3 (tiga) sangat menunjang through the provision of the latest and modern additional
kenyamanan penumpang melalui penyediaan fasilitas- facilities such as Check-In Kiosk, Baggage Handling System,
fasilitas tambahan terbaru dan modern seperti Kios Check Autogate in Immigration checks, 95% Aviobridge Utility for
In, Baggage Handling System, Autogate di pemeriksaan Domestic and International Flight, and so on.
Imigrasi, Utility Aviobridge 95% untuk penerbangan
Domestic and International Flight, dan sebagainya.

RENCANA GROUND SERVICE 2020 GROUND SERVICE 2020 PLAN

Memasuki tahun 2020, peningkatan ground services Entering 2020, the increase in ground services to be
yang akan dilakukan oleh Perseroan antara lain mencakup performed by the Company includes the improvement
peningkatan dan pengembangan kompetensi yang and development of competencies focused on airport
dititikberatkan untuk staf bandara, kantor penjualan, staff, sales offices, and the Global Contact Center. This
dan Global Contact Center. Pengembangan kompetensi competency development is carried out both through
ini dilakukan baik melalui pemberian pelatihan standar providing standardized service, control and monitoring
layanan, kontrol dan monitoring berlapis maupun pemberian training as well as giving appreciation to staff who can
apresiasi kepada staf yang dapat mempertahankan kinerja maintain excellent service performance to passengers.
layanan prima kepada penumpang.
Di sisi lain, pada tahun 2020 Perseroan akan mulai On the other hand, in 2020 the Company will begin to
mengembangkan layanan darat berbasis digital, sehingga develop digital-based landline services, so that passengers
penumpang juga dapat merasakan layanan dengan can also experience technology-based services. For services
sentuhan berbasis teknologi. Untuk layanan di Kantor at the Sales Office, the Company will conduct a series of
Penjualan, Perseroan akan melakukan serangkaian layanan new services including those conducted in the form of
baru termasuk yang dilakukan dalam bentuk kerjasama partnership that aims to increase passenger satisfaction
partnership yang bertujuan untuk meningkatkan kepuasan and support increased revenue.
penumpang serta mendukung peningkatan revenue.
IN-FLIGHT SERVICES IN-FLIGHT SERVICES

Garuda Indonesia berkomitmen untuk menyajikan layanan Garuda Indonesia is committed to providing the best
terbaik sembari mengenalkan kekayaan budaya Indonesia service while introducing Indonesia’s rich culture to the
ke dunia melalui In-Flight Services Garuda Indonesia world through In-Flight Services of Garuda Indonesia
Experience. Komitmen ini diwujudkan dengan menghadirkan Experience. This commitment is realized by presenting a
berbagai layanan dan fasilitas yang dirancang untuk variety of services and facilities designed to ensure the
memastikan kenyamanan penumpang sepanjang perjalanan, comfort of passengers throughout the trip, such as a cabin
seperti kabin dengan suasana mewah yang dilengkapi kursi with a luxurious atmosphere equipped with seats with
dengan fitur mumpuni, sajian hidangan halal yang beragam, qualified features, serving a variety of halal dishes, In-flight
In-flight Entertainment dan bahan bacaan yang bervariasi. Entertainment, and various reading materials.
Kabin elegan yang dilengkapi dengan fasilitas prima An elegant cabin equipped with excellent facilities such as
seperti kursi ergonomis dan nyaman serta beragam sajian ergonomic and comfortable chairs and a variety of food
makanan dan minuman yang mengangkat khazanah kuliner and beverage offerings that promote Indonesian culinary
Indonesia dihadirkan guna memberikan pengalaman yang treasures are presented to provide a memorable experience
mengesankan bagi para pelanggan. Melengkapi layanan In- for customers. Complementing the In-Flight service, the
Flight, Perseroan menyajikan hiburan melalui ragam Audio Company provides entertainment through a variety of Audio
and Video on Demand (AVOD) yang dihadirkan melalui LCD and Video on Demand (AVOD) that are presented via a
TV layar sentuh. Untuk menunjang mobilitas penumpang touch screen LCD TV. To support passenger mobility, there
tersedia juga layanan In-Flight Connectivity yakni akses is also an In-Flight Connectivity service, which is internet
internet di dalam pesawat yang terdapat di seluruh kelas access in the aircraft that is available in all flight classes in
penerbangan pada armada Boeing 777 dan sebagian Airbus Boeing 777 fleet and some Airbus A330s and enjoyable
A330 serta dapat dinikmati secara gratis oleh seluruh free of charge for all first class passengers. Specifically on
penumpang first class. Khusus di pesawat Boeing 777, Boeing 777 aircrafts, passengers can stay abreast of news
penumpang dapat tetap mengikuti perkembangan berita and sports events during long distance trips via the Live
maupun tayangan olah raga selama perjalanan jarak jauh TV feature with 4 (four) Channels.
melalui fitur Live TV dengan 4 (empat) Channel.

KINERJA IN-FLIGHT SERVICE PERFORMANCE OF IN-FLIGHT SERVICES

Perseroan telah melakukan pengembangan signifikan pada The Company has made significant developments in In-Flight
In-Flight Services di tahun 2019, antara lain melakukan Services in 2019, including launching the internet-based
peluncuran fitur Book Your Meal berbasis internet untuk Book Your Meal feature for first class passengers and certain
penumpang first class dan business class rute tertentu. business class routes. This service development provides
Pengembangan layanan ini menghadirkan kenyamanan extra comfort for passengers because they can choose earlier
ekstra bagi penumpang karena dapat memilih lebih awal which meals that they will enjoy on the flight. The launch
sajian yang akan dinikmati di penerbangan. Peluncuran of signature dish in the form of 15 (fifteen) Archipelago
signature dish berupa 15 (lima belas) Hidangan Nasi Rice Dishes and various Archipelago Coffee and Tea was
Nusantara dan aneka Kopi dan Teh Nusantara juga dilakukan also carried out as a form of the Company’s commitment
sebagai wujud komitmen Perseroan dalam mengenalkan to introduce Indonesian culture to the world. Development
budaya Indonesia ke dunia. Pengembangan juga dilakukan is also performed in aspect of inflight entertainment by
pada aspek inflight entertainment dengan penambahan adding free wifi text chat feature on several Airbus 330
fitur wifi free text chat pada beberapa pesawat Airbus 330. aircrafts. To refresh the service, new amenities kits for
Guna penyegaran layanan, telah diluncurkan pula amenity first class passengers have also been launched. In order to
kits baru untuk penumpang first class. Demi memberikan provide a different experience, several pop-up services are
pengalaman yang berbeda, beberapa pop-up service turut also presented at several festive seasons, such as religious
dihadirkan pada beberapa musim perayaan, seperti perayaan celebrations and national holidays.
keagamaan dan hari besar nasional.
Kehadiran pesawat A330-900 Neo di 2019 juga memberikan The presence of A330-900 Neo in 2019 also gave a new
warna baru bagi Garuda Indonesia Experience. Mata color to Garuda Indonesia Experience. Customers’ eyes are
pelanggan dimanjakan melalui suasana kabin nan mewah spoiled through the atmosphere of a luxurious cabin with a
dengan nuansa yang baru dan berbeda. Kenyamanan juga new and different nuance. Comfort is also presented through
dihadirkan melalui kursi ergonomis yang dilengkapi fasilitas an ergonomic chair equipped with more sophisticated AVOD
AVOD layar sentuh yang lebih canggih. touch screen facilities.
Mengacu visi PT Garuda Indonesia (Persero) Tbk, yaitu Referring to the vision of PT Garuda Indonesia (Persero)
menjadi perusahaan penerbangan yang handal dengan Tbk, which is to become a reliable airline by offering quality
menawarkan pelayanan berkualitas kepada masyarakat dunia services to the world community using Indonesian hospitality,
menggunakan keramahan Indonesia, maka Unit Aircraft the Aircraft Maintenance Management Unit as part of the
Maintenance Management sebagai bagian dari Direktorat Technical Directorate is responsible for supporting Garuda’s
Teknik bertanggung jawab mendukung operasional flight operations on domestic and international routes
penerbangan Garuda pada rute domestik dan internasional by providing reliable aircraft and excellent aircraft cabin
melalui penyediaan pesawat yang handal serta kondisi conditions. Arrangement and maintenance of aircraft are
kabin pesawat yang prima. Pengaturan dan perawatan carried out in accordance with the Company Maintenance
pesawat dilakukan sesuai Company Maintenance Manual Manual (CMM) and Continuous Airworthiness Maintenance
(CMM) serta Continuous Airworthiness Maintenance Program (CAMP), which have been approved by the Authority
Program (CAMP) yang telah disahkan oleh Authority serta as well as other safety and airworthiness requirements for
persyaratan keselamatan dan kelaikudaraan lainnya untuk each type of aircraft.
masing-masing tipe pesawat.
Perawatan pesawat secara terencana dan terkendali Planned and controlled aircraft maintenance is carried out
dilakukan guna memenuhi jumlah dan tipe pesawat setiap to meet the daily number and type of aircraft in accordance
harinya sesuai dengan rencana penerbangan dari Unit with the flight plan of the Operations and Commerce Unit.
Operasi dan Niaga. Perencanaan yang baik dan ground Good planning and adequate ground time for aircraft
time yang memadai untuk perawatan pesawat sangat maintenance is highly necessary to ensure that work is carried
diperlukan guna memastikan pekerjaan dilaksanakan out properly in order to maintain aircraft flightworthiness.
dengan benar guna menjaga kondisi laik terbang pesawat. Contributions to flight schedule delays caused by aircraft
Kontribusi keterlambatan jadwal penerbangan yang damage or other technical causes are minimized to support
disebabkan oleh kerusakan pesawat atau penyebab teknis Garuda’s flight accuracy targets.
lainnya diminimalkan guna mendukung target ketepatan
penerbangan Garuda.

Pencapaian Aircraft Maintenance Management pada Achievements of Aircraft Maintenance Management in

tahun 2019 meliputi pemenuhan pesawat (aircraft 2019 include aircraft availability, cabin functionality,
availability), berfungsinya peralatan kabin (cabin cabin interior and exterior appearance, and contribution
functionality), penampilan interior kabin dan eksterior of technical delay. Fulfillment of the number and types of
pesawat (cabin interior and exterior appearance) serta aircraft that are serviceable in 2019 reached 98.63%, a
kontribusi keterlambatan karena teknik (contribution of decrease compared to that of 2018 of 98.90%. This was
technical delay). Pemenuhan jumlah dan tipe pesawat yang due to the extended Turn Around Time (TAT) maintenance
serviceable di tahun 2019 mencapai 98,63%, mengalami at Base Maintenance on A330, B738, and CRJ1000 types
penurunan dibandingkan tahun 2018 sebesar 98,90%. due to delays in component fulfillment, as well as some
Hal ini disebabkan adanya extend Turn Around Time (TAT) flight irregularities on B738 and CRJ1000 aircraft types.
perawatan di Base Maintenance pada tipe A330, B738 dan
CRJ1000 karena keterlambatan pemenuhan komponen,
serta beberapa irregularities penerbangan pada tipe pesawat
B738 dan CRJ1000.
Pencapaian rata-rata Cabin Functionality pada tahun 2019 The achievement of the average Cabin Functionality in 2019
sebesar 99,99% mengalami peningkatan dari pencapaian was 99.99% an increase from the achievement of 2018 of
tahun 2018 sebesar 99,98%. Peningkatan ini disebabkan 99.98%. This increase was due to an improvement in the
adanya perbaikan penambahan stok material, percepatan addition of material stock, acceleration of warranty claim
proses warranty claim dan penempatan stok material di process, and placement of material stock in the apron in
apron guna mempercepat proses perbaikan di pesawat, order to accelerate aircraft’s repair process, as well as an
serta peningkatan kapabilitas perawatan cabin di bandara increase in cabin maintenance capabilities at Kualanamu
Kualanamu (KNO), Surabaya (SUB), Makassar (UPG), (KNO), Surabaya (SUB), Makassar (UPG), Denpasar (DPS),
Denpasar (DPS), dan Balikpapan (BPN). and Balikpapan (BPN) airports.
Pencapaian rata-rata indikator penampilan interior kabin The average achievement of indicator for cabin interior
pada tahun 2019 sebesar 98,66%, mengalami kenaikan appearance in 2019 was 98.66%, an increase compared to
dibandingkan pencapaian tahun 2018 sebesar 98,80%. the achievement in 2018 of 98.80%. This was due to the
Hal ini disebabkan adanya program cabin refurbishment cabin refurbishment program and the re-implementation
serta implementasi kembali pelaksanaan daily interior of daily interior cleaning since April 2019, while previously
cleaning semenjak April 2019 dari yang sebelumnya di in 2018 it was only done on a transit cleaning basis. Cabin
tahun 2018 hanya dilakukan dengan basis transit cleaning. exterior appearance indicators in 2019 reached 99.70%,
Untuk indikator penampilan eksterior cabin 2019 mencapai an increase compared to that of 2018 of 99.01%. This was
99,70%, mengalami peningkatan dibandingkan tahun 2018 because the implementation of repainting aircraft used the
sebesar 99,01%. Hal ini karena implementasi pengecatan Base Coat Clear Coat method so that the aircraft livery color
ulang pesawat dengan metode Base Coat Clear Coat is more durable and the routine aircraft exterior washing
sehingga warna livery pesawat lebih tahan lama serta is implemented better.
pelaksanaan rutin aircraft exterior washing yang lebih baik.
Kontribusi keterlambatan yang disebabkan oleh kerusakan Contributions to delays caused by damage to aircraft or
pesawat atau Contribution of Technical Delay di tahun Contribution of Technical Delay in 2019 was 0.71%, the
2019 sebesar 0,71 % sama dengan pencapaian tahun 2018 same as the achievement in 2018 which was 0.71%. The
yang juga sebesar 0,71%. Kejadian pesawat AOG yang increase in AOG aircraft incidents in the fourth quarter
meningkat di kuartal IV tahun 2019 yang disebabkan oleh of 2019 due to engine oil leak on B737-800 aircraft was
engine oil leak pada pesawat B737-800 cukup berpengaruh quite influential as one of the causes of Garuda flight delays
sebagai salah satu penyebab delay penerbangan Garuda during this period.
pada periode tersebut.

Hal-hal yang berkaitan dengan faktor compliance Matters related to compliance factor become the focus of
menjadi fokus program di tahun 2020. Demikian pula the 2020 program. Likewise, indicators of contribution of
indikator contribution technical delay, aircraft availability, technical delay, aircraft availability, cabin functionality, cabin
cabin functionality, cabin interior and exterior masih interior and exterior are still the indicators of operational
menjadi indicator prioritas operasional & services yang and services priorities used as targets in 2020, including
digunakan sebagai target 2020, termasuk target untuk targets to maintain Garuda as a member of 5 (five) Stars
mempertahankan Garuda sebagai anggota 5 (five) Stars Skytrax Airline
Skytrax Airline
Memasuki tahun 2020, Perseroan telah menyiapkan Entering 2020, the Company has prepared several strategic
beberapa inisiatif strategis yang dapat meningkatkan initiatives that can improve the business performance of
kinerja usaha In-Flight Services, diantaranya: In-Flight Services, including:
1. Pengembangan layanan Book Your Meal berbasis 1. Development of internet-based Book Your Meal service
internet untuk economy class pada rute tertentu. for economy class on certain routes.
2. Pengembangan hidangan makanan dan minuman 2. Development of archipelago food and beverage dishes
nusantara dengan peluncuran sambal nusantara, with the launching of Indonesian archipelago sambal,
bubur nusantara, minuman nusantara seperti beras archipelago porridge, archipelago drinks such as kencur,
kencur, serta berbagai macam jajanan khas Indonesia. as well as various kinds of typical Indonesian snacks.
3. Pengembangan program Earth Friendly Material dengan 3. Development of Earth Friendly Material program by
menggunakan material yang lebih ramah lingkungan. using materials that are more environmentally friendly.
Program ini telah mulai diimplementasikan di 2019. This program has been implemented since 2019.
4. Pengembangan program Free Text Chat pada fleet 4. Development of Free Text Chat program on Boeing
Boeing B777. B777 fleet.
5. Pengembangan Wireless IFE pada fleet non AVOD. 5. Development of Wireless IFE on non AVOD fleets.
6. Peluncuran Konten tematis AVOD dan VR onboard. 6. Launching thematic AVOD and VR content onboard.
7. Peluncuran Healthy Beverages seperti healthy juices. 7. Launching Healthy Beverages such as healthy juices.
8. Peluncuran new amenity kit untuk penumpang kelas 8. Launching of a new amenity kit for business class
bisnis. passengers.
E-COMMERCE E-COMMERCE
Layanan transaksional digital berbasis e-commerce E-commerce-based digital transactional services are part
merupakan bagian dari upaya Garuda Indonesia untuk of Garuda Indonesia’s efforts to continuously improve its
terus meningkatkan layanannya kepada pengguna jasa akhir services to end customers as well as corporate customers
(end customer) maupun pelanggan korporasi dan online and online agents, especially in terms of ease of interaction
agent, khususnya dalam hal kemudahan berinteraksi dan and transactions in digital services.
bertransaksi dalam layanan digital.
Pengelolaan e-commerce Garuda Indonesia meliputi 6 Garuda Indonesia’s e-commerce management consists of
(enam) saluran distribusi yaitu: 6 (six) distribution channels, which are:
1. Business to Customers melalui situs www.garuda- 1. Business to Customers through website www.garuda-
indonesia.com indonesia.com
2. Mobile app Garuda Indonesia yang dapat diunduh pada 2. Garuda Indonesia mobile app, which can be downloaded
google play store dan apple app store serta contact at Google Play Store and Apple App Store and Contact
center di 0804-1-807-807 dan 021-2351-9999. Center at 0804-1-807-807 and 021-2351-9999.
3. Business to Travel Agent Non-IATA (Garuda Online 3. Business to Travel Agent Non-IATA (Garuda
Sales–GOS) melalui situs https://gos.garudaindonesia. Online Sales–GOS) through website https://gos.
com/gos/index.xhtml garudaindonesia.com/gos/index.xhtml
4. Business to Online Travel Agent (OTA) melalui website 4. Business to Online Travel Agent (OTA) through each
masing masing partner OTA. OTA partner’s website.
5. Business to Business (Corporate Online Sales – COS) 5. Business to Business (Corporate Online Sales - COS)
melalui situs https://cos.garuda-indonesia.com/cos/ through website https://cos.garuda-indonesia.com/
index.xhtml cos/index.xhtml

KINERJA E-COMMERCE 2019 E-COMMERCE PERFORMANCE IN 2019

Total pendapatan e-commerce selama tahun 2019 tercatat Total e-commerce revenue in 2019 was recorded at
sebesar USD806,87 juta, meningkat sebesar 19,91% USD806.87 million, an increase of 19.91% compared to
dibandingkan 2018 yaitu sebesar USD700,99 juta. that of 2018, which was USD700.99 million. This increase
Peningkatan ini antara lain didukung oleh pertumbuhan was supported by, among others, growth in the performance
kinerja seluruh saluran distribusi online dan beberapa of all online distribution channels and several infrastructure
perbaikan infrastruktur penunjang sistem penjualan online. improvements that support the online sales system.
Di sisi lain, total penumpang dari jalur distribusi ini mencapai On the other hand, total passengers from this distribution
7,91 juta penumpang di tahun 2019, atau menyumbang channels reached 7.91 million passengers in 2019, or
sekitar 40,23% dari total penumpang Garuda Indonesia contributed around 40.23% of the total Garuda Indonesia
Main Brand. Pada tahun 2019, Garuda Indonesia secara Main Brand passengers. In 2019, Garuda Indonesia
konsisten mendorong peningkatan penjualan dari seluruh consistently encouraged sales increase from all e-commerce
saluran penjualan e-commerce, untuk pelanggan akhir, mitra sales channels, for end customers, online agent partners,
online agent, maupun korporasi melalui berbagai program and corporations through various sales programs. Increased
penjualan. Peningkatan kontribusi kinerja e-commerce pada contribution of e-commerce performance in 2019 came
2019 berasal dari mitra online agent (OTA). from online agent partners (OTA).
Masih dalam kaitannya dengan e-commerce, jumlah Still in relation to e-commerce, the number of visitors to
pengunjung situs Garuda Indonesia yaitu www.garuda- Garuda Indonesia website, namely www.garuda-indonesia.
indonesia.com adalah sebanyak 25.288.519 orang. Garuda com, was 25,288,519 visitors. Garuda Indonesia in improving
Indonesia dalam meningkatkan e-commerce telah berhasil e-commerce had succeeded in enhancing website user
meningkatkan pengalaman pengguna website pada tahun experience in 2019. This improved user experience
2019. Peningkatan pengalaman pengguna ini berhasil succeeded in acquiring 9,198,427 new users.
mengakuisisi pengguna baru sebanyak 9.198.427 pengguna.
Grafik Pertumbuhan Pendapatan E-Commerce Tahun 2018 dan 2019

Chart of E-Commerce Revenue Growth in 2018 and 2019
(dalam jutaan USD) | (in million USD)
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
2018 55,15 45,87 49,00 49,60 50,51 73,94 68,72 54,45 51,44 48,67 57,28 68,24
2019 54,92 55,55 59,32 67,54 62,37 81,69 80,49 69,79 63,59 67,52 67,60 76,50
2018 2019
Diagram E-Channel Distribution
(dalam %) | (in %)
Berdasarkan Pendapatan Berdasarkan Penumpang

Based on Revenue Based on Passenger
19,91% 9,27%
in 2018
40,23% 37,21%
in 2018
in 2019 in 2019
**) Laporan Tahunan 2018 berdasarkan KPI 2018: Kontribusi ke Total Penjualan Tiket
**) 2018 Annual Report based on the 2018 Key Performance Indicator (KPI): Contribution to Total Ticket Sales

Sebagai bentuk peningkatan pelayanan dalam bidang As a form of service improvement in the field of e-commerce,
e-commerce, Perseroan terus melakukan pengembangan the Company continues to develop services including
layanan termasuk memperbarui sistem dan saluran updating the system and distribution channels as well as
distribusinya serta penambahan beberapa insiatif adding several other improvement initiatives as outlined
peningkatan lainnya seperti dijabarkan berikut ini: below:
1. Implementasi New Mobile App. 1. New Mobile App Implementation.
2. Implementasi Group Booking melalui channel penjualan 2. Implementation of Group Booking through GOS sales
GOS (bagi mitra online agent Non IATA Garuda). channel (for Non IATA Garuda online agent partners).
3. Implementasi cross sell dan ancillary product lainnya 3. Implementation of cross selling and other ancillary
seperti layanan sewa kendaraan, multicurrency pricing, products such as vehicle rental services, multicurrency
new Garuda Indonesia Travel Insurance, dan layanan pricing, new Garuda Indonesia Travel Insurance, and
kereta api bandara, oxygen bottle, kursi roda, dan airport train services, oxygen bottles, wheelchairs,
lain-lain. and others.
4. Penambahan opsi pembayaran baru seperti, LinkAja, 4. Adding new payment options such as LinkAja, BNI
BNI Yap, Paypal, Local Internet Banking, digital wallet Yap, Paypal, Local Internet Banking, digital wallet, and
dan pembayaran elektronik lainnya, Deposit Top Up other electronic payments, Deposit Top Up with new
dengan rekan bank baru, pilihan mata uang pembayaran bank partners, payment currency options (currency
(currency converter), dan menyusul ke depannya converter), and going forward are Kredivo, Garuda
adalah Kredivo, Garuda Pay, UATP, CUP, dan lain-lain. Pay, UATP, CUP, and others.
5. Bekerja sama dengan lebih banyak bank mitra dalam 5. Collaborating with more partner banks in redeeming
melakukan redeem point bank untuk pembayaran tiket bank points for Garuda ticket payments through
Garuda melalui channel e-commerce. e-commerce channels.
6. Semakin banyak kerja sama dengan bank terbaik di 6. More and more cooperation with the best banks in
Indonesia berupa cicilan 0% dan cicilan bunga ringan Indonesia in the form of 0% installments and low
yang dibebankan kepada pelanggan. interest installments charged to customers.
7. Kerja sama dengan perusahaan telekomunikasi berupa 7. Cooperating with telecommunication companies in
pemanfaatan big data telekomunikasi. the form of the use of big data telecommunication.
8. Penambahan dan perbaikan fitur dan fungsi baru seperti 8. Adding and improving new features and functions such
System of Airline Ancillary Service (SAAS), Unique as System of Airline Ancillary Service (SAAS), Unique
Promo Code, Electronic Miscellaneous Document Promo Code, Electronic Miscellaneous Document
(EMD), Single Platform Payment Page, Localize web (EMD), Single Platform Payment Page, Localize web
revamp, award shopper, affinity shopper, shopping revamp, award shopper, affinity shopper, shopping
basket, dan comprehensive online chatting. basket, and comprehensive online chat.

TINJAUAN KEUANGAN
TINJAUAN
Financial Review KEUANGAN
Financial Review
Tinjauan keuangan yang diuraikan berikut mengacu kepada The financial review outlined herein refers to the Financial
Laporan Keuangan untuk tahun yang berakhir tanggal 31 Statements for the years ended on 31 December 2018 and
Desember 2019 dan 2018 yang disajikan dalam Laporan 2018 as presented in this Annual Report. The Financial
Tahunan ini. Laporan Keuangan telah diaudit oleh Kantor Statements have been audited by Public Accountant Firm
Akuntan Publik Tanudiredja, Wibisana, Rintis & Rekan Tanudiredja, Wibisana, Rintis & Partners (Member of
(Member of PricewaterhouseCoopers International Limited) PricewaterhouseCoopers International Limited) with the
dengan hasil audit tahun buku 2019 atas Laporan Keuangan audit results for the 2019 fiscal year of the Company’s
Konsolidasian Perseroan menyatakan bahwa laporan Consolidated Financial Statements stating that the Company’s
keuangan Perseroan telah disajikan secara wajar dalam financial statements have been fairly presented in all material
semua hal yang material dan telah sesuai dengan Standar matters and have been in accordance with the Financial
Akuntansi Keuangan di Indonesia. PT Garuda Indonesia Accounting Standards in Indonesia. PT Garuda Indonesia
(Persero) Tbk dan entitas anak pada tanggal 31 Desember (Persero) Tbk and its subsidiaries as of 31 December 2019,
2019 serta kinerja keuangan dan arus kas konsolidasiannya and the financial performance and consolidated cash flows
untuk tahun yang berakhir pada tanggal tersebut sesuai for the year ended on that date are in accordance with the
dengan Standar Akuntansi Keuangan di Indonesia. Financial Accounting Standards in Indonesia.
KINERJA KEUANGAN FINANCIAL PERFORMANCE

Kinerja keuangan Perseroan terdiri atas kinerja Laporan The Company’s financial performance consisting of the
Posisi Keuangan Konsolidasian, Laporan Laba Rugi dan performance of Consolidated Statements of Financial
Penghasilan Komprehensif Konsolidasian serta Laporan Position, Statements of Profit Loss and Comprehensive
Arus Kas Konsolidasian disajikan sebagai berikut. Income, and Consolidated Statements of Cash Flows is
presented below.
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENT OF

KONSOLIDASIAN FINANCIAL POSITION
Tabel Laporan Posisi Keuangan Konsolidasian

Table of Consolidated Statements of Financial Position
Pertumbuhan
Growth
Uraian CAGR
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
ASET
ASSETS
ASET LANCAR
CURRENT ASSETS
Kas dan Setara Kas

299.348.853 253.074.999 305.717.850 566.003.770 519.972.655 (12,89) 46.273.854 18,28
Cash and Cash Equivalents
Kas yang Dibatasi

Penggunaannya 5.651.945 569.923 1.201.095 12.698.969 - N.A 5.082.022 891,70
Restricted Cash
Piutang Usaha
Trade Receivables
Piutang Usaha Pihak Berelasi

Related-Party Trade 13.884.667 63.702.313 7.738.669 3.716.431 2.318.588 56,43 (49.817.646) (78,20)
Receivables
Piutang Usaha Pihak Ketiga

235.971.750 222.795.921 221.511.419 187.579.134 119.209.053 18,61 13.175.829 5,91
Third-Party Trade Receivables
Tagihan Bruto Kepada

Pelanggan
98.633.447 123.119.089 - - - N.A (24.485.642) (19,89)
Gross Receivables from
Customers
Piutang Lain-lain
37.666.598 16.694.815 42.993.404 21.172.730 17.581.553 20,98 20.971.783 125,62
Other Receivables
Persediaan
167.744.331 148.889.021 131.155.717 108.954.457 91.631.231 16,32 18.855.310 12,66
Inventories
Uang Muka dan Biaya

Dibayar Dimuka
249.803.162 226.885.187 249.279.058 220.275.067 177.104.409 8,98 22.917.975 10,10
Advances and Prepaid
Expenses

TINJAUAN KEUANGAN
Financial Review

Pertumbuhan
Growth
Uraian CAGR
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Pajak Dibayar di Muka
Prepaid Taxes
Pajak Penghasilan Badan

11.761.518 15.300.558 27.144.415 44.732.744 80.030.516 (38,08) (3.539.040) (23,13)
Corporate Income Tax
Pajak Lain-Lain
13.426.262 8.913.300 - - - N.A 4.512.962 50,63
Other Taxes
Total Aset Lancar

1.133.892.533 1.079.945.126 986.741.627 1.165.133.302 1.007.848.005 2,99 53.947.407 5,00
Total Current Assets
ASET TIDAK LANCAR

NON-CURRENT ASSETS
Dana Cadangan
Pemeliharaan dan Uang
Jaminan 1.731.560.436 1.666.138.746 1.506.626.547 1.241.870.703 1.012.753.651 14,35 65.421.690 3,93
and Security Deposits
Uang Muka Pembelian

Pesawat
183.026.120 172.007.581 172.590.300 169.738.910 204.469.384 (2,73) 11.018.539 6,41
Advances for Purchase of
Aircraft
Investasi pada Entitas

Asosiasi 23.945.705 673.004 511.344 427.479 399.772 178,20 23.272.701 3,458,03
Investments in Associates
Properti investasi
83.957.127 81.155.552 67.433.865 57.772.474 55.390.166 10,96 2.801.575 3,45
Investment Properties
Aset Pajak Tangguhan

85.066.368 125.685.183 69.511.409 108.493.964 104.990.625 (5,12) (40.618.815) (32,32)
Deferred Tax Assets
Aset Tetap
1.143.600.991 936.864.500 900.657.607 926.666.977 867.089.209 7,16 206.736.491 22,07
Fixed Assets
Aset Tak Berwujud

738.387 1.476.348 3.424.645 4.992.892 4.648.523 (36,87) (737.961) (49,99)
Intangible Assets
Beban Tangguhan
598.608 1.130.829 1.210.992 1.307.310 2.193.585 (27,72) (532.221) (47,06)
Deferred Charges
Aset Tidak Lancar Lain-Lain

69.289.499 90.397.934 54.583.757 61.165.379 50.228.066 8,38 (21.108.435) (23,35)
Other Non-Current Assets
Total Aset Tidak Lancar

3.321.783.241 3.075.529.677 2.776.550.466 2.572.436.088 2.302.162.981 9,60 246.253.564 8,01
Total Non-Current Assets
TOTAL ASET
4.455.675.774 4.155.474.803 3.763.292.093 3.737.569.390 3.310.010.986 7,71 300.200.971 7,22
TOTAL ASSETS
LIABILITAS DAN EKUITAS
LIABILITIES AND EQUITY
LIABILITAS JANGKA PENDEK
CURRENT LIABILITIES
Pinjaman Jangka Pendek
984.853.063 1.047.132.765 868.378.784 698.011.118 361.254.270 28,50 (62.279.702) (5,95)
Short-Term Loans
Utang Usaha
Trade Payables
Utang Usaha Pihak Berelasi

428.233.049 257.546.118 95.136.627 91.412.955 44.963.436 75,67 170.686.931 66,27
Related-Party Trade Payables
Utang Usaha Pihak Ketiga

258.239.267 217.326.787 128.886.122 129.019.003 104.392.331 25,41 40.912.480 18,83
Third-Party Trade Payables
Liabilitas Anjak Piutang

54.570.560 109.780.236 - - - N,A, (55.209.676) (50,29)
Factoring Liabilities
Utang Lain-lain
45.890.412 122.671.648 43.412.813 35.583.709 49.901.950 (2,07) (76.781.236) (62,59)
Other Payables
Utang Pajak
Taxes Payables

1.500.235 470.555 4.962.676 - - N.A 1.029.680 218,82
Pajak Lain-lain
136.085.178 54.785.573 44.736.078 39.458.951 80.997.046 13,85 81.299.605 148,40
Other Taxes

TINJAUAN KEUANGAN
Financial Review

Pertumbuhan
Growth
Uraian CAGR
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Beban Akrual
236.284.494 235.211.525 202.761.501 197.983.396 181.042.507 6,88 1.072.969 0,46
Accruals
Pendapatan Diterima Dimuka

200.141.599 259.933.261 253.439.521 229.846.173 176.531.019 3,19 (59.791.662) (23,00)
Unearned Revenue
Uang muka diterima

106.982.911 76.081.320 36.963.563 30.932.877 24.549.496 44,48 30.901.591 40,62
Advances Received
Liabilitas Jangka Panjang

yang Jatuh Tempo Dalam
Satu Tahun:
Current Maturities of Long-
Term Liabilities:
Pinjaman Jangka Panjang

141.779.239 25.536.141 64.001.397 61.696.994 103.936.071 8,07 116.243.098 455,21
Long-Term Loans
Liabilitas Imbalan Kerja

Liabilities for Employee 14.858.629 10.450.074 - - - N.A 4.408.555 42,19
Benefits
Liabilitas Sewa Pembiayaan

52.533.237 66.681.711 13.801.586 22.311.219 15.125.233 36,52 (14.148.474) (21,22)
Finance Lease Liabilities

Pengembalian dan
70.990.245 56.067.107 18.045.272 27.319.726 53.155.762 7,50 14.923.138 26,62
Estimated Liability for
Aircraft Return and
Maintenance Cost
Utang Obligasi
498.996.741 496.845.180 147.320.207 - - N.A 2.151.561 0,43
Bonds Payable
Pinjaman Efek Beragun Aset

Asset-backed Securitisation 25.897.408 24.876.000 - - - N.A 1.021.408 4,11
Loan
Total Liabilitas Jangka Pendek

3.257.836.267 3.061.396.001 1.921.846.147 1.563.576.121 1.195.849.121 28,47 196.440.266 6,42
Total Current Liabilities
LIABILITAS JANGKA PANJANG
NON-CURRENT LIABILITIES
- Setelah Dikurangi Bagian
yang Jatuh Tempo dalam
Satu Tahun:
Long-Term Liabilities - Net of
Current Maturities

1.597.426 77.536.546 60.355.645 132.418.213 133.022.468 (66,90) (75.939.120) (97,94)
Long-Term Loans

Asset-backed securitisation 77.692.229 99.504.000 - - - N.A (21.811.771) (21,92)
loan

35.340 168.387 66.893.867 138.588.227 106.055.960 (86,49) (133.047) (79,01)

Pengembalian dan
241.281.636 124.895.098 101.346.802 86.550.585 69.448.854 36,53 116.386.538 93,19
Estimated Liability for
Aircraft Return and
Maintenance Cost
Utang Obligasi
- - 494.707.567 641.041.165 635.947.442 (100,00) - N.A.
Bonds Payable
Liabilitas Pajak Tangguhan

939.520 788.664 1.685.345 2.055.561 1.661.989 (13,29) 150.856 19,13
Deferred Tax Liabilities

107.396.582 110.056.816 133.234.790 116.009.808 177.519.224 (11,81) (2.660.234) (2,42)
Liabilities for Employee Benefits
Liabilitas Tidak Lancar Lainnya

48.273.883 41.322.735 45.752.730 47.432.491 39.782.743 4,96 6.951.148 16,82
Other Non-Current Liabilities
Total Liabilitas Jangka

Panjang 477.216.616 454.272.246 903.976.746 1.164.096.050 1.163.438.680 (19,97) 22.944.370 5,05
Total Non-Current Liabilities
Total liabilitas
3.735.052.883 3.515.668.247 2.825.822.893 2.727.672.171 2.359.287.801 12,17 219.384.636 6,24
Total Liabilities

TINJAUAN KEUANGAN
Financial Review

Pertumbuhan
Growth
Uraian CAGR
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
EKUITAS
EQUITY
Modal Ditempat dan Disetor
- 1 saham Seri A Dwiwarna
dan 25.886.576.253 saham
Seri B
1.310.326.950 1.310.326.950 1.310.326.950 1.309.433.569 1.309.433.569 0,02 - 0,00
Issued and Paid-Up Capital
- 1 Series A Dwiwarna share
and 25,886,576,253 Series
B shares
Tambahan Modal Disetor

13.753.694 23.526.520 23.526.520 (33.948.489) (33.948.489) N.A (9.772.826) (41,54)
Additional Paid-in Capital
Defisit sebesar USD

1.385.459.977 pada
tanggal 1 Januari 2012 telah
Dieliminasi dalam Rangka
Kuasireorganisasi
Deficit amounting to
USD1,385,459,977 as of 1
January 2012 was Eliminated
in Connection with Quasi
Reorganization
Dicadangkan
6.081.861 6.081.861 6.081.861 6.081.861 6.081.861 0,00 - 0,00
Appropriated
Belum Dicadangkan
(675.420.686) (680.863.327) (449.484.287) (221.069.730) (220.046.387) 32,36 5.442.641 0,80
Unappropriated
Penghasilan Komprehensif
Lain
40.255.513 (60.455.573) 4.330.661 (70.462.233) (130.770.768) N.A 100.711.086 166,59
Other Comprehensive
Income
Ekuitas yang Dapat

Diatribusikan kepada Pemilik
Entitas Induk 694.997.332 598.616.431 894.781.705 992.805.948 933.520.756 (7,11) 96.380.901 16,10
Equity Attributable to
Owners of The Company
Kepentingan Nonpengendali
25.625.559 41.190.125 42.687.495 17.091.271 17.202.429 10,48 (15.564.566) (37,79)
Non-controlling interest
Total Ekuitas
720.622.891 639.806.556 937.469.200 1.009.897.219 950.723.185 (6,69) 80.816.335 12,63
Total Equity
TOTAL LIABILITAS DAN

EKUITAS
4.455.675.774 4.155.474.803 3.763.292.093 3.737.569.390 3.310.010.986 7,71 300.200.971 7,22
TOTAL LIABILITIES AND
EQUITY
*) Restated
Grafik Laporan Posisi Keuangan Konsolidasian

Graph of Consolidated Statements of Financial Position
(dalam jutaan USD | in million USD)
4.455,68
4.155,47
3.763,29
3.740,69
3.735,05
3.515,67
3.310,01
1.009,90
2.825,82
2.727,67
950,72
2.359,29
937,47 720,62
639,81
ASET/ASSETS LIABILITAS/LIABILITIES EKUITAS/ EQUITY
2015 2016 2017 2018 2019

TINJAUAN KEUANGAN
Financial Review
ASET ASSETS
Aset tahun 2019 mencapai USD4,46 miliar meningkat Asset in 2019 was USD4.46 billion, an increase of 7.22%
7,22% dibandingkan tahun 2018 yang mencapai USD4.15 compared to that of 2018 which was USD4.15 billion. The
miliar. Peningkatan tersebut berasal dari pertumbuhan increase came from the growth of non-current assets of
aset tidak lancar sebesar 8,01% atau USD246,25 juta dan 8.01% or USD246.25 million and growth of current assets
pertumbuhan aset lancar sebesar 5,00% atau USD53,95 of 5.00% or USD53.95 million.
juta.
Tabel Aset
Table of Assets
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Total Aset Lancar
1.133.892.533 1.079.945.126 986.741.627 1.165.133.302 1.007.848.005 2,99 53.947.407 5,00
3.321.783.241 3.075.529.677 2.776.550.466 2.572.436.088 2.302.162.981 9,60 246.253.564 8,01
Total Aset
4.455.675.774 4.155.474.803 3.763.292.093 3.737.569.390 3.310.010.986 7,71 300.200.971 7,22
Total Assets
*) Restated

Aset lancar tahun 2019 mencapai USD1,13 miliar meningkat Current assets in 2019 achieved USD1.13 billion, which
5,00% dibandingkan tahun 2018 yang mencapai USD1,08 increased 5,00% from the current assets in 2018 of USD1.08
miliar. Peningkatan tersebut berasal dari kas dan setara billion. The increase came from cash and cash equivalents
kas sebesar 18,28% atau sebesar USD46,27juta dan of 18.28% or amounting to USD46.27 million and other
Piutang lain-lain meningkat sebesar 125,62% atau sebesar Receivables increased by 125.62% or amounting to USD20.97
USD20,97juta million.
Tabel Aset Lancar

Table of Current Assets
Pertumbuhan
CAGR Growth
Uraian
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Kas dan Setara Kas
299.348.853 253.074.999 305.717.850 566.003.770 519.972.655 (12,89) 46.273.854 18,28
Kas yang Dibatasi

Penggunaannya 5.651.945 569.923 1.201.095 12.698.969 - N.A 5.082.022 891,70
Restricted Cash
Piutang Usaha
Trade Receivables

Related-Party Trade 13.884.667 63.702.313 7.738.669 3.716.431 2.318.588 56,43 (49.817.646) (78,20)
Receivables

235.971.750 222.795.921 221.511.419 187.579.134 119.209.053 18,61 13.175.829 5,91

TINJAUAN KEUANGAN
Financial Review
Tabel Aset Lancar

Table of Current Assets
Pertumbuhan
CAGR Growth
Uraian
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Tagihan Bruto Kepada
Pelanggan
98.633.447 123.119.089 - - - N.A (24.485.642) (19,89)
Gross Receivables from
Customers
Piutang Lain-lain
37.666.598 16.694.815 42.993.404 21.172.730 17.581.553 20,98 20.971.783 125,62
Other Receivables
Persediaan
167.744.331 148.889.021 131.155.717 108.954.457 91.631.231 16,32 18.855.310 12,66
Inventories
Uang Muka dan Biaya Dibayar

Dimuka
249.803.162 226.885.187 249.279.058 220.275.067 177.104.409 8,98 22.917.975 10,10
Advances and Prepaid
Expenses
Pajak Dibayar di Muka

Prepaid Taxes

11.761.518 15.300.558 27.144.415 44.732.744 80.030.516 (38,08) (3.539.040) (23,13)
Pajak Lain-Lain
13.426.262 8.913.300 - - - N.A 4.512.962 50,63
Other Taxes
Total Aset Lancar

1.133.892.533 1.079.945.126 986.741.627 1.165.133.302 1.007.848.005 2,99 53.947.407 5,00
*) Restated
KAS DAN SETARA KAS CASH AND CASH EQUIVALENTS

Kas dan setara kas tahun 2019 mencapai USD299,35juta, Cash and cash equivalents in 2019 reached USD299.35
meningkat 18,28% dibandingkan tahun 2018 yang million, an increase of 18.28% compared to that of 2018
mencapai USD253,07 juta. Peningkatan tersebut berasal which reached USD 253.07 million. The increase came from
dari peningkatan bank sebesar 16,04% atau USD38,59 juta. bank increase of 16.04% or USD38.59 million.
Tabel Kas dan Setara Kas

Table of Cash and Cash Equivalents
Pertumbuhan
CAGR Growth
Uraian
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Kas
1.658.190 2.126.266 3.115.559 2.589.141 2.240.167 (7,24) (468.076) (22,01)
Cash
Bank
279.118.748 240.533.657 222.571.692 315.876.140 344.107.377 (5,10) 38.585.091 16,04
Bank
Deposito Berjangka
18.571.915 10.415.076 80.030.599 247.538.489 173.625.011 (42,81) 8.156.839 78,32
Time Deposits
Kas dan Setara Kas 299.348.853 253.074.999 305.717.850 566.003.770 519.972.555 (12,89) 46.273.854 18,28
*) Restated

TINJAUAN KEUANGAN
Financial Review
KAS DIBATASI PENGGUNAANNYA RESTRICTED CASH

Kas dibatasi penggunaannya tahun 2019 mencapai Restricted Cash in 2019 reached USD5.65 million, an
USD5,65 juta, meningkat 891,70% dibandingkan tahun increase of 891.70% compared to that of 2018 which was
2018 yang mencapai USD569,92 Peningkatan tersebut USD569.92. The increase was due to the increase in SBLC
karena meningkatnya fasilitas SBLC yang dimiliki oleh facilities owned by the Company. Each SBLC issuance has
Perseroan. Setiap penerbitan SBLC memiliki 30% kas dibatasi a 30% of restricted cash. The use of SBLC facilities is part
penggunaannya. Penggunaan fasilitas SBLC merupakan of the Company’s strategy to improve the liquidity level by
bagian dari strategi Perseroan untuk memperbaiki utilizing maintenance reserve funds and security deposits
tingkat likuiditas dengan memanfaatkan dana cadangan available at the lessor.
pemeliharaan dan uang jaminan pesawat yang ada pada
lessor.
Tabel Kas Dibatasi Penggunaannya
Tabel of Restricted Cash
Pertumbuhan
CAGR Growth
Uraian
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Kas Dibatasi Penggunaannya
5.651.945 569.923 1.201.095 12.698.969 - N.A. 5.082.022 891,70
Restricted Cash
*) Restated
PIUTANG USAHA TRADE RECEIVABLES

Piutang usaha tahun 2019 mencapai USD249,86 juta menurun Trade receivables in 2019 reached USD249.86 million, a
12,79% dibandingkan tahun 2018 yang mencapai USD286,50 decrease of 12.79% compared to that of 2018 which was
juta. Penurunan tersebut karena turunnya piutang usaha yang USD286.50 million. The decrease was due to the decrease
berasal dari pihak berelasi sebesar 78,20% atau USD49,82 in trade receivables from related parties by 78.20% or
juta. Penurunan tersebut karena penyajian piutang PT Sriwijaya USD49.82 million. The decrease was due to the presentation
Air adalah sebagai pihak ketiga. of PT Sriwijaya Air receivables was as a third party.
Tabel Piutang Usaha

Table of Trade Receivables
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %

13.884.667 63.702.313 7.738.669 3.716.431 2.318.588 56,43 (49.817.646) (78,20)
Related-Party Trade Receivables

235.971.750 222.795.921 221.511.419 187.579.134 119.209.053 18,61 13.175.829 5,91
Total Piutang Usaha

249.856.417 286.498.234 229.250.088 191.295.565 121.527.641 19,74 (36.641.817) (12,79)
Total Trade Receivables
*) Restated

TINJAUAN KEUANGAN
Financial Review
TAGIHAN BRUTO KEPADA PELANGGAN GROSS RECEIVABLES FROM CUSTOMERS

Tagihan bruto kepada pelanggan tahun 2019 mencapai Gross receivables to customers in 2019 reached USD98.63
USD98,63 juta, menurun 19,89% dibandingkan tahun million, a decrease of 19.89% compared to that of 2018
2018 yang mencapai USD123,12 juta. Penurunan tersebut which was USD123.12 million. The decrease was due to
karena sudah tertagihnya piutang sesuai dengan tingkat the collection of receivable in accordance with the level
penyelesaian perawatan pesawat yang sudah dilakukan. of completion of aircraft maintenance that has been done.
Tabel Tagihan Bruto Kepada Pelanggan

Table of Gross Receivables from Customers
Pertumbuhan
Uraian CAGR Growth
2019 2018 2017 2016 2015 2018-2019
Description (%)
USD %
Tagihan Bruto Kepada Pelanggan

98.633.447 123.119.089 - - - N.A. (24.485.642) (19,89)
Gross Receivables from Customers
PIUTANG LAIN-LAIN OTHER RECEIVABLES

Piutang lain-lain tahun 2019 mencapai USD37,67 juta Other receivables in 2019 reached USD37.67 million, an
meningkat sebesar 125,62% dibandingkan tahun 2018 increase of 125.62% compared to that of 2018 which
yang mencapai USD16,69. Peningkatan tersebut berasal reached USD16.69. The increase came from the receivables
dari piutang PT Sriwijaya Air sebesar USD40,26 juta dan of PT Sriwijaya Air amounting to USD40.26 million and
lain-lain sebesar USD15,11 juta meningkat sebesar 149,32% others amounting to USD15.11 million, an increase of
atau USD9,05 juta. 149.32% or USD9.05 million.
Tabel Piutang Lain-Lain

Table of Other Receivables
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
PT Sriwijaya Air 40.257.510 - - - - N.A. 40.257.510 N.A.
Piutang Pegawai
4.612.240 4.496.794 6.001.012 6.719.011 2.612.614 15,27 115.446 2,57
Employee Receivables
PT Asuransi Jasa Indonesia 6.562.788 6.524.331 6.612.827 6.537.331 6.784.871 (0,83) 38.457 0,59
Pendapatan Masih Harus Diterima

- - 1.772.358 4.936.431 3.185.847 (100,00) - N.A.
Accrued revenues
Aset Derivative
- - 26.830.643 1.043.700 - N.A. - N.A.
Derivative Assets
Lain-lain
15.106.402 6.059.050 1.776.564 1.936.257 4.998.221 31,85 9.047.352 149,32
Others
Cadangan Kerugian Penurunan Nilai

(28.872.342) (385.360) - - - N.A. (28.486.982) (7.392,30)
Allowances for Impairment Losses
Total Piutang Lain-Lain

37.666.598 16.694.815 42.993.404 21.172.730 17.581.553 20,98 20.971.783 125,62
Total Other Receivables
*) Restated

TINJAUAN KEUANGAN
Financial Review
PERSEDIAAN INVENTORIES
Persediaan tahun 2019 mencapai USD167,74 juta meningkat Inventories in 2019 reached USD167.74 million, an increase
sebesar 12,66% dibandingkan tahun 2018 yang mencapai of 12.66% compared to that of 2018 which reached
USD148.89 juta. Peningkatan tersebut berasal dari USD148.89 million. The increase came from the growth
pertumbuhan suku cadang sebesar 16,83% atau USD24,08 of spare parts by 16.83% or USD24.08 million. The increase
juta. Kenaikan suku cadang ini seiring dengan meningkatnya in spare parts is in line with the increase in component
bisnis pemeliharaan component yang meningkat sebesar maintenance business which increased by 13.81%, thus,
13,81% sehingga total pemeliharaan component pada the total component maintenance in 2019 was 95.52
tahun 2019 sebesar 95,52 ribu pemeliharaan. thousand of maintenance.
Tabel Persediaan
Table of Inventories
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Suku Cadang
167.161.925 143.081.828 117.593.836 93.367.485 76.812.786 21,46 24.080.097 16,83
Spare Parts
Jasa Boga
12.312.528 13.314.538 13.758.283 13.408.114 12.464.443 (0,31) (1.002.010) (7,53)
Catering Services
Dokumen Tiket
- - 1.261.702 1.192.254 1.021.124 (100,00) - N.A.
Ticket Document
Lain-lain
6.420.856 5.878.876 4.104.249 3.671.127 3.532.656 16,11 541.980 9,22
Others
Penyisihan Penurunan Nilai
Persediaan
(18.150.978) (13.386.221) (5.562.353) (2.684.523) (2.199.778) 69,48 (4.764.757) (35,59)
Allowance for Decline in Value of
Inventories
Total Persediaan
167.744.331 148.889.021 131.155.717 108.954.457 91.631.231 16,32 18.855.310 12,66
Total Inventories
*) Restated
UANG MUKA DAN BIAYA DIBAYAR DIMUKA ADVANCES AND PREPAID EXPENSES
Uang muka dan biaya dibayar dimuka tahun 2019 mencapai Advances and prepaid expenses in 2019 reached USD249.80
USD249,80 juta, meningkat 10,10% dibandingkan tahun million, an increase of 10.10% compared to that of 2018
2018 yang mencapai USD226,89 juta. Peningkatan tersebut which reached USD226.89 million. The increase was due
berasal dari peningkatan sewa pesawat sebesar 60,41% to the increase in aircraft rental of 60.41% or USD42.69
atau USD42,69 juta dan peningkatan uang muka perawatan million and increase in advances of aircraft maintenance
pesawat sebesar 188,61% atau USD22,11 juta. by 188.61% or USD22.11 million.
Tabel Uang Muka dan Biaya Dibayar Dimuka

Table of Advances and Prepaid Expenses
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Sewa Pesawat
113.341.978 70.655.955 86.404.502 71.134.059 52.216.303 21,38 42.686.023 60,41
Aircraft Rental
Sewa Dibayar Dimuka
79.752.146 90.045.815 88.740.322 89.574.099 79.884.510 (0,04) (10.293.669) (11,43)
Prepaid Rent
Uang Muka Perawatan Pesawat
33.827.778 11.721.018 36.919.484 13.840.915 15.625.958 21,30 22.106.760 188,61
Advances of Aircraft Maintenance
Suku Cadang
9.451.640 32.569.030 16.663.353 25.600.830 12.187.444 (6,16) (23.117.390) (70,98)
Spare Parts
Lain-lain
13.429.620 21.893.369 20.551.397 20.125.164 17.190.194 (5,99) (8.463.749) (38,66)
Others
Total Uang Muka dan Biaya Dibayar
Dimuka 249.803.162 226.885.187 249.279.058 220.275.067 177.104.409 8,98 22.917.975 10,10
Total Advances and Prepaid Expenses
*) Restated

TINJAUAN KEUANGAN
Financial Review
PAJAK DIBAYAR DIMUKA PREPAID TAXES

Pajak dibayar dimuka tahun 2019 mencapai USD25,19 juta Prepaid taxes in 2019 reached USD25.19 million, an
USD24,21 juta. Peningkatan tersebut berasal dari pertumbuhan USD24.21 million. The increase came from other taxes
pajak lain-lain sebesar 50,63% atau USD4,51 juta. growth of 50.63% or USD4.51 million.
Tabel Pajak Dibayar Dimuka
Table of Prepaid Taxes
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Pajak Penghasilan
Badan 11.761.518 15.300.558 27.144.415 44.732.744 80.030.516 (38,08) (3.539.040) (23,13)
Pajak Lain-lain
13.426.262 8.913.300 - - - N.A. 4.512.962 50,63
Other Taxes
Total Pajak Dibayar

di Muka 25.187.780 24.213.858 27.144.415 44.732.744 80.030.516 (25,10) 973.922 4,02
Total Prepaid Taxes
*) Restated

Aset tidak lancar tahun 2019 mencapai USD3,32 miliar, Non-current assets in 2019 reached USD3.32 billion, an
meningkat 8,01% dibandingkan tahun 2018 yang increase of 8.01% compared to that of 2018 which reached
mencapai USD3,08 miliar. Peningkatan tersebut berasal USD3.08 billion. The increase came from growth of fixed
dari pertumbuhan aset tetap-bersih sebesar 22,07% atau assets-net of 22.07% or USD206.74 million and dilution
USD206.74 juta dan dilusi PT Gapura Angkasa sehingga of PT Gapura Angkasa resulting in increased investment in
meningkatnya investasi pada entitas asosiasi sebesar associates amounting to USD23.27 million.
USD23,27 juta.
Tabel Aset Tidak Lancar
Table of Non-Current Assets
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Dana Cadangan Pemeliharaan dan

Uang Jaminan
1.731.560.436 1.666.138.746 1.506.626.547 1.241.870.703 1.012.753.651 14,35 65.421.690 3,93
Maintenance Reserve Fund and
Security Deposits
Uang Muka Pembelian Pesawat

183.026.120 172.007.581 172.590.300 169.738.910 204.469.384 (2,73) 11.018.539 6,41
Advances for Purchase of Aircraft
Investasi Pada Entitas Asosiasi

23.945.705 673.004 511.344 427.479 399.772 178,20 23.272.701 3.458,03
Investments in Associates
Properti Investasi
83.957.127 81.155.552 67.433.865 57.772.474 55.390.166 10,96 2.801.575 3,45

85.066.368 125.685.183 69.511.409 108.493.964 104.990.625 (5,12) (40.618.815) (32,32)
Deferred Tax Assets
Aset Tetap
1.143.600.991 936.864.500 900.657.607 926.666.977 867.089.209 7,16 206.736.491 22,07
Fixed Assets
Aset Tak Berwujud

738.387 1.476.348 3.424.645 4.992.892 4.648.523 (36,87) (737.961) (49,99)
Intangible Assets
Beban Tangguhan
598.608 1.130.829 1.210.992 1.307.310 2.193.585 (27,72) (532.221) (47,06)
Deferred Charges
Aset Tidak Lancar Lain-lain

69.289.499 90.397.934 54.583.757 61.165.379 50.228.066 8,38 (21.108.435) (23,35)
Other Non-Current Assets

3.321.783.241 3.075.529.677 2.776.550.466 2.572.436.088 2.302.162.981 9,60 246.253.564 8,01
*) Restated

TINJAUAN KEUANGAN
Financial Review
DANA CADANGAN PEMELIHARAAN DAN UANG JAMINAN MAINTENANCE RESERVE FUNDS AND SECURITY
DEPOSITS
Dana cadangan pemeliharaan dan uang jaminan tahun 2019 Maintenance reserve funds and security deposits in 2019
mencapai USD1,73 miliar, meningkat 3,93% dibandingkan reached USD1, 73 billion, an increase of 3.93% compared to
tahun 2018 yang mencapai USD1,67 miliar. Peningkatan that of 2018 which reached USD1.67 billion. The increase
tersebut berasal dari pertumbuhan dana cadangan came from the growth of aircraft maintenance reserve funds
pemeliharaan pesawat sebesar 5,11% atau USD 78,46 juta. by 5.11% or USD78.46 million.
Tabel Dana Cadangan Pemeliharaan dan Uang Jaminan

Table of Maintenance Reserve Funds and Security Deposits
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Dana Cadangan Pemeliharaan

Pesawat 1.615.182.040 1.536.720.746 1.355.559.097 1.086.996.070 826.618.920 18,23 78.461.294 5,11
Aircraft Maintenance Reserve Funds
Uang Jaminan Sewa Operasi

116.378.396 129.418.000 151.067.450 154.874.633 186.134.731 (11,08) (13.039.604) (10,08)
Operating Lease Security Deposits
Dana Cadangan Pemeliharaan dan

Uang Jaminan
1.731.560.436 1.666.138.746 1.506.626.547 1.241.870.703 1.012.753.651 14,35 65.421.690 3,93
Maintenance Reserve Fund and
Security Deposits
*) Restated
UANG MUKA PEMBELIAN PESAWAT ADVANCES FOR PURCHASE OF AIRCRAFTS

Akun ini merupakan uang muka pembelian pesawat Boeing This account represents advances for purchase of Boeing
Boeing 737 MAX 8, Airbus A330-900neo, Airbus A320- 737 MAX 8, Airbus A330-900neo, Airbus A320-200,
200, A330-800, ATR 72-600, serta mesin pesawat. Uang A330-800, ATR 72-600, and aircraft engines. Advances for
muka pembelian pesawat tahun 2019 mencapai USD183,03 purchase of aircraft in 2019 reached USD 183.03 million, an
juta, meningkat 6,41% dibandingkan tahun 2018 yang increase of 6.41% compared to that of 2018 which reached
mencapai USD172,01 juta. Peningkatan tersebut karena USD 172.01 million. The increase was due to an increase
meningkatnya pembayaran uang muka pembelian pesawat in advances for purchase of aircraft of USD 11.43 million.
sebesar USD11,43 juta.
Tabel Uang Muka Pembelian Pesawat

Table of Advances for Purchase of Aircrafts
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Saldo awal
172.007.581 172.590.300 169.738.910 204.469.384 388.883.491 (18,45) (582.719) (0,34)
Beginning Balance
Penambahan
14.564.589 3.130.300 39.035.159 31.414.917 93.076.274 (37,11) 11.434.289 365,28
Additions
Pengembalian
(3.546.050) (3.713.019) (36.183.769) (66.145.391) (277.490.381) (66,38) 166.969 4,50
Deductions
Total Uang Muka Pembelian Pesawat

183.026.120 172.007.581 172.590.300 169.738.910 204.469.384 (2,73) 11.018.539 6,41
Total Advances for Purchase Aircrafts
*) Restated

TINJAUAN KEUANGAN
Financial Review
INVESTASI PADA ENTITAS ASOSIASI INVESTMENT IN ASSOCIATES

Investasi pada entitas asosiasi tahun 2019 mencapai Investment in associates in 2019 reached USD23.95 million,
USD23,95 juta, meningkat 3.458,03% dibandingkan an increase of 3,458.03% compared to that of 2018 which
tahun 2018 yang mencapai USD673.00 ribu. Peningkatan reached USD673.00 thousand. The increase was due to
tersebut berasal dari dekonsolidasi Gapura Angkasa yang deconsolidation of Gapura Angkasa since December 1, 2019.
terjadi sejak 1 Desember 2019.
Tabel Investasi Pada Entitas Asosiasi
Table of Investment in Associates
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
PT Gapura Angkasa 23.208.175 - - - - N.A. 23.208.175 N.A.
PT Aeroprima 692.517 627.991 463.760 382.466 347.063 18,85 64.526 10,27
PT Aeronurti Catering Service 45.013 45.013 47.584 45.013 52.709 (3,87) - 0,00
Total Investasi pada Entitas Asosiasi

23.945.705 673.004 511.344 427.479 399.772 178,20 23.272.701 3.458,03
Total Investment in Associates
*) Restated
PROPERTI INVESTASI INVESTMENT PROPERTIES

Properti Investasi tahun 2019 mencapai USD83,96 juta, Investment properties in 2019 reached USD83.96 million,
meningkat 3,45% dibandingkan tahun 2018 yang mencapai an increase of 3.45% compared to that of 2018 which
USD81,16 juta. Peningkatan tersebut karena reklasifikasi reached USD81.16 million. The increase was due to the
dan translasi properti investasi yang meningkat masing reclassification and translation of investment properties
masing sebesar USD934,50 ribu dan USD229,84 ribu. which increased by USD934.50 thousand and USD229.84
thousand, respectively.
Tabel Properti Investasi

Table of Investment Properties
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Saldo Awal
81.155.552 67.433.865 57.772.474 55.390.166 26.818.510 31,89 13.721.687 20,35
Beginning Balance
Keuntungan atas Revaluasi

3.102.260 15.186.712 9.477.707 366.651 28.665.833 (42,64) (12.084.452) (79,57)
Gain on Revaluation
Penambahan
- - 951.232 7.572 - N.A. - N.A.
Additions
Pengurangan
- - - (1.495.580) - N.A. - N.A.
Deduction
Reklasifikasi
(526.104) (1.460.600) (730.783) 3.462.612 65.337 N.A. 934.496 63,98
Reclassification
Translasi
225.419 (4.425) (36.765) 41.053 (159.514) N.A. 229.844 5,194,21
Translation
Total Properti Investasi

83.957.127 81.155.552 67.433.865 57.772.474 55.390.166 10,96 2.801.575 3,45
Total investment property
*) Restated

TINJAUAN KEUANGAN
Financial Review
ASET PAJAK TANGGUHAN DEFERRED TAX ASSETS

Aset pajak tangguhan tahun 2019 mencapai USD85,07 Deferred tax assets in 2019 reached USD85.07 million,
juta, menurun 32,32% dibandingkan tahun 2018 yang a decrease of 32.32% compared to that of 2018 which
mencapai USD125,69 juta. Penurunan tersebut karena reached USD125.69 million. This decrease was due to the
penurunan tersebut terkait penurunan akumulasi rugi fiskal decrease related to the reduction in fiscal losses accumulated
di tahun 2019 sebesar USD38,55 juta dan dekonsolidasian in 2019 by USD38.55 million and deconsolidation by
sebesar (USD2,99) juta. (USD2.99) million.
Tabel Aset Pajak Tangguhan

Table of Deferred Tax Assets
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %

85.066.368 125.685.183 69.511.409 108.493.964 104.990.625 (5,12) (40.618.815) (32,32)
Deferred Tax Assets
*) Restated
ASET TETAP - BERSIH FIXED ASSETS - NET

Aset tetap-bersih tahun 2019 mencapai USD1,14 miliar, Net fixed assets in 2019 reached USD1.14 billion, an
meningkat 22,07% dibandingkan tahun 2018 yang increase of 22.07% compared to that of 2018 which
mencapai USD936,86 juta. Peningkatan tersebut karena reached USD936.86 million. The increase was due to the
penambahan aset pesawat dan non pesawat sebesar addition of aircraft and non-aircraft assets of USD283.47
USD283,47 juta. Penambahan aset pesawat terbesar million. The largest addition of aircraft assets came from
berasal dari aset pemeliharaan mesin sebesar USD225,01 engine maintenance assets of USD225.01 million while the
juta sedangkan penambahan aset non pesawat terbesar largest addition of non-aircraft assets came from equipment
berasal dari peralatan sebesar USD17,00 juta. amounting to USD17.00 million.
Tabel Aset Tetap - Bersih

Table of Fixed Assets - Net
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Aset pesawat dan Non Pesawat

1.977.885.996 1.694.417.363 1.581.322.456 1.552.445.366 1.458.411.911 7,91 283.468.633 16,73
Aircraft and Non-Aircraft Assets
Akumulasi Penyusutan
(834.285.005) (757.552.863) (680.664.849) (625.778.389) (591.322.702) 8,99 (76.732.142) (10,13)
Accumulated Depreciation
Total Aset Tetap - Bersih

1.143.600.991 936.864.500 900.657.607 926.666.977 867.089.209 7,16 206.736.491 22,07
Total Fixed Assets - Net
*) Restated

TINJAUAN KEUANGAN
Financial Review
ASET TAK BERWUJUD INTANGIBLE ASSETS

Aset takberwujud merupakan pembelian lisensi yang Intangible assets represent the purchase of licenses relating to
berkaitan dengan jasa sistem teknologi informasi Grup yang the Group’s information technology system services purchased
dibeli dari Lufthansa Systems Asia Pacific, Pte, Ltd., PT Oracle from Lufthansa Systems Asia Pacific, Pte, Ltd., PT Oracle
Indonesia dan Internet Booking Engine. Aset tak berwujud Indonesia, and Internet Booking Engine. Intangible assets in
tahun 2019 mencapai USD738,39 ribu, menurun 49,99% 2019 reached USD738.39 thousand, a decrease of 49.99%
dibandingkan tahun 2018 yang mencapai USD1,48 juta. compared to that of 2018 which reached USD1.48 million.
Tabel Aset Tak Berwujud

Table of Intangible Assets
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Aset Tak Berwujud

738.387 1.476.348 3.424.645 4.992.892 4.648.523 (36,87) (737.961) (49,99)
Intangible Assets
*) Restated
BEBAN TANGGUHAN DEFERRED CHARGES

Beban tangguhan tahun 2019 mencapai USD598,61 ribu, Deferred charges in 2019 reached USD598.61 thousand, a
menurun 47,06% dibandingkan tahun 2018 yang mencapai decrease of 47.06% compared to that of 2018 which reached
USD1,13 juta. Penurunan tersebut karena menurunnya USD1.13 million. The decrease was due to the decrease of
penangguhan dan amortisasi biaya-biaya lain. deferred and amortized of other charges.

Tabel Beban Tangguhan
Table of Deferred Charges
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Beban Tangguhan
598.608 1.130.829 1.210.992 1.307.310 2.193.585 (27,72) (532.221) (47,06)
Deferred Charges
*) Restated
ASET TIDAK LANCAR LAIN-LAIN OTHER NON-CURRENT ASSETS

Aset tidak lancar lain-lain tahun 2019 mencapai USD69,29 Other non-current assets in 2019 reached USD69.29
juta, menurun 23,35% dibandingkan tahun 2018 yang million, a decrease of 23.35% compared to that of 2018
mencapai USD90,40 juta. Penurunan tersebut berasal dari which reached USD90.40 million. The decrease was from
penurunan uang muka pembelian aset pesawat sebesar the decrease in advances for purchase of aircraft of 78.97%
78,97% atau USD24,29 juta. or USD24.29 million.
Tabel Aset Tidak Lancar Lain-Lain

Table of Other Non-Current Assets
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Uang Jaminan - Non Aircraft

29.631.217 21.849.067 7.687.995 7.871.689 12.048.258 25,23 7.782.150 35,62
Security Deposits - Non-Aircraft
Aset Program
10.781.693 16.085.720 12.163.023 13.708.978 11.897.495 (2,43) (5.304.027) (32,97)
Plan Assets

TINJAUAN KEUANGAN
Financial Review
Tabel Aset Tidak Lancar Lain-Lain

Table of Other Non-Current Assets
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Manufacturer's Incentive
- - 8.329.241 24.356.395 10.772.919 (100,00) - N.A
Manufacturer's Incentive
Uang Muka Pembelian Aset Pesawat

Advances for Purchase 6.467.051 30.754.933 - - - N.A. (24.287.882) (78,97)
of Aircraft Assets
Aset Derivative
5.056.346 - - - - N.A 5.056.346 N.A
Derivative Assets
Aset Keuangan Tersedia Dijual

4.040.169 3.968.080 4.447.191 4.317.783 4.032.565 0,05 72.089 1,82
Available for-Sale Financial Assets
Aset Tidak Digunakan

- - 3.643.557 3.691.103 3.984.755 (100,00) - N.A
Non Productive Assets
Piutang Jangka Panjang

- - 4.831.994 - - N.A - N.A
Long Term Receivables
Aset Pengampunan Pajak

- - 773.903 - - N.A - N.A
Tax Amnesty Assets
Kas yang Dibatasi Penggunaannya

- - - - 92.787 (100,00) - N.A
Restricted Cash
Lain-lain
13.313.023 17.740.134 12.706.853 7.219.431 7.399.287 15,82 (4.427.108) (24,96)
Others
Total Aset Tidak Lancar Lain-Lain

69.289.499 90.397.934 54.583.757 61.165.379 50.228.066 8,38 (21.108.435) (23,35)
Total Other Non-Current Assets
*) Restated
LIABILITAS LIABILITIES
Liabilitas tahun 2019 mencapai USD3,74 miliar, meningkat Liabilities in 2019 reached USD3.74 billion, an increase of
6,24% dibandingkan tahun 2018 yang mencapai USD3,52 6.24% compared to that of 2018 which reached USD3.52
miliar. Peningkatan tersebut berasal dari pertumbuhan billion. The increase came from the growth of current
liabilitas jangka panjang pendek sebesar 6,42% atau liabilities by 6.42% or USD196.44 million and growth
USD196, 44 juta dan pertumbuhan liabilitas jangka panjang of non-current liabilities by 5.05% or USD22.94 million.
sebesar 5,05% atau USD22,94 juta.
Tabel Liabilitas
Table of Liabilities
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Liabilitas Jangka Pendek

3.257.836.267 3.061.396.001 1.921.846.147 1.563.576.121 1.195.849.121 28,47 196.440.266 6,42
Current Liabilities

477.216.616 454.272.246 903.976.746 1.164.096.050 1.163.438.680 (19,97) 22.944.370 5,05
Non-Current Liabilities
Total Liabilitas
3.735.052.883 3.515.668.247 2.825.822.893 2.727.672.171 2.359.287.801 12,17 219.384.636 6,24
Total Liabilities
*) Restated

TINJAUAN KEUANGAN
Financial Review

Liabilitas jangka pendek tahun 2019 mencapai USD3,26 Current liabilities in 2019 reached USD3.26 billion, an
miliar, meningkat 6,42% dibandingkan tahun 2018 yang increase of 6.42% compared to that of 2018 which reached
mencapai USD3,06 miliar Peningkatan tersebut berasal dari USD3.06 billion. The increase was derived from the growth
pertumbuhan utang usaha pihak berelasi sebesar 66,27% of related party trade payables of 66.27% or USD170.69
atau USD170,69 juta dan pinjaman jangka panjang yang million and long-term loans less current maturities amounted
akan jatuh tempo dalam satu tahun sebesar 455,21% atau to 455.21% or USD116.24 million.
USD116,24 juta.
Tabel Liabilitas Jangka Pendek

Table of Current Liabilities
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %

984.853.063 1.047.132.765 868.378.784 698.011.118 361.254.270 28,50 (62.279.702) (5,95)
Short-Term Loans
Utang Usaha
Trade Payables

428.233.049 257.546.118 95.136.627 91.412.955 44.963.436 75,67 170.686.931 66,27
Utang Usaha Pihak Ketiga

258.239.267 217.326.787 128.886.122 129.019.003 104.392.331 25,41 40.912.480 18,83

54.570.560 109.780.236 - - - N.A (55.209.676) (50,29)
Utang Lain-lain
45.890.412 122.671.648 43.412.813 35.583.709 49.901.950 (2,07) (76.781.236) (62,59)
Other Payables
Utang Pajak
Taxes Payables

1.500.235 470.555 4.962.676 - - N.A 1.029.680 218,82
Pajak Lain-lain
136.085.178 54.785.573 44.736.078 39.458.951 80.997.046 13,85 81.299.605 148,40
Other Taxes
Beban Akrual
236.284.494 235.211.525 202.761.501 197.983.396 181.042.507 6,88 1.072.969 0,46
Accruals

200.141.599 259.933.261 253.439.521 229.846.173 176.531.019 3,19 (59.791.662) (23,00)
Unearned Revenue
Uang Muka Diterima

106.982.911 76.081.320 36.963.563 30.932.877 24.549.496 44,48 30.901.591 40,62
Advances Received
Liabilitas Jangka Panjang yang Jatuh

Tempo dalam Satu Tahun:
Current Maturities of Long-Term
Liabilities:

141.779.239 25.536.141 64.001.397 61.696.994 103.936.071 8,07 116.243.098 455,21
Long-Term Loans

52.533.237 66.681.711 13.801.586 22.311.219 15.125.233 36,52 (14.148.474) (21,22)

14.858.629 10.450.074 - - - N.A 4.408.555 42,19
Liabilities for employee benefits

Pengembalian dan Pemeliharaan
Pesawat 70.990.245 56.067.107 18.045.272 27.319.726 53.155.762 7,50 14.923.138 26,62
Estimated Liability for Aircraft Return
and Maintenance Cost
Utang Obligasi
498.996.741 496.845.180 147.320.207 - - N.A 2.151.561 0,43
Bonds Payable

25.897.408 24.876.000 - - - N.A 1.021.408 4,11
Asset-Backed Securitisation Loan
Total Liabilitas Jangka Pendek

3.257.836.267 3.061.396.001 1.921.846.147 1.563.576.121 1.195.849.121 28,47 196.440.266 6,42
Total Current Liabilities
*) Restated

TINJAUAN KEUANGAN
Financial Review
PINJAMAN JANGKA PENDEK SHORT-TERM LOANS

Pinjaman jangka pendek tahun 2019 mencapai USD984,85 Short-term loans in 2019 reached USD984.85 million, a
juta, menurun 5,95% dibandingkan tahun 2018 yang decrease of 5.95% compared to that of 2018 which reached
mencapai USD1,05 miliar. Penurunan tersebut karena USD1.05 billion. The decrease was due to a decrease in
penurunan utang bank dari pihak ketiga sebesar 13,16% third-party bank loans by 13.16% or USD67.40 million. The
atau USD67,40 juta. Penurunan terbesar berasal dari biggest decrease came from bank loans of PT Bank CIMB
pinjaman dari bank PT Bank CIMB Niaga Tbk yang dibayar Niaga Tbk, which was paid in the amount of USD49.35
sebesar USD49,35 juta. million.
Tabel Pinjaman Jangka Pendek

Table of Short-Term Loans
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Utang Bank
Bank Loans
Pihak Berelasi
Related Parties
PT Bank Rakyat Indonesia (Persero)

218.709.909 275.275.721 200.864.142 168.755.720 115.515.087 17,30 (56.565.812) (20,55)
Tbk
PT Bank Mandiri (Persero) Tbk 180.496.626 135.696.417 57.746.391 11.164.037 - N.A 44.800.209 33,02
PT Bank Negara Indonesia (Persero)

140.888.939 124.001.013 122.069.178 131.455.725 1.436.609 214,69 16.887.926 13,62
Tbk
Total Pihak Berelasi

540.095.474 534.973.151 380.679.711 311.375.482 116.951.696 46,59 5.122.323 0,96
Total Related Parties
Pihak Ketiga
Third Parties
PT Bank Panin Tbk. 150.000.000 150.000.000 150.000.000 85.000.000 - N.A - 0,00
Industrial and Commercial Bank of

70.885.288 74.755.956 123.002.935 139.596.549 44.486.071 12,35 (3.870.668) (5,18)
China Co., Ltd.
PT Bank Permata Tbk 51.600.000 51.600.000 49.500.000 35.000.000 70.000.000 (7,34) - 0,00
Bank of China Limited 50.000.000 70.000.000 69.500.000 50.000.000 50.000.000 0,00 (20.000.000) (28,57)
PT Bank KEB Hana Indonesia 48.596.861 45.000.000 35.000.000 25.000.000 - N.A 3.596.861 7,99
PT Bank CTBC Indonesia 20.000.000 - - - - N.A 20.000.000 N.A
The Hongkong and Shanghai

17.577.601 19.208.295 - 14.814.742 15.832.255 2,65 (1.630.694) (8,49)
Banking Corporation Limited
PT Bank Maybank Indonesia Tbk 12.280.000 12.280.000 - - - N.A - 0,00
PT Bank CIMB Niaga Syariah 12.280.000 12.280.000 - - - N.A - 0,00
PT Bank ANZ Indonesia 9.600.000 15.877.220 8.654.723 - 16.684.248 (12,91) (6.277.220) (39,54)
PT Bank Central Asia Tbk 1.937.839 2.055.859 2.163.696 2.224.345 - N.A (118.020) (5,74)
PT Bank CIMB Niaga Tbk - 49.345.219 49.877.719 35.000.000 26.300.000 (100,00) (49.345.219) (100,00)
PT Rabobank Indonesia - 9.757.065 - - - N.A (9.757.065) (100,00)
Bank Standard Chartered - - - - 21.000.000 (100,00) - N.A
Total Pihak Ketiga

444.757.589 512.159.614 487.699.073 386.635.636 244.302.574 16,16 (67.402.025) (13,16)
Total Third Parties
Total Pinjaman Jangka Pendek

984.853.063 1.047.132.765 868.378.784 698.011.118 361.254.270 28,50 (62.279.702) (5,95)
Total Short-Term Loans
*) Restated

TINJAUAN KEUANGAN
Financial Review
UTANG USAHA TRADE PAYABLE

Utang usaha tahun 2019 mencapai USD686,47 juta Trade payable in 2019 reached USD686.47 million, an
meningkat 44,56% dibandingkan tahun 2018 yang increase of 44.56% compared to that of 2018 which
mencapai USD474,87 juta. Peningkatan tersebut berasal reached USD474.87 million. The increase was derived
dari pertumbuhan utang usaha pihak berelasi sebesar from the growth of related party trade payables by 66.27%
66,27% atau USD170,69 juta dan pertumbuhan utang or USD170.69 million and growth of third party trade
usaha pihak ketiga sebesar 18,83% atau USD40,91 juta. payables by 18.83% or USD40.91 million. The largest
Peningkatan utang usaha pihak berelasi terbesar berasal increase in trade payables from related parties came from
dari PT Pertamina (Persero) yang meningkat sebesar 57,91% PT Pertamina (Persero), which increased by 57.91% or
atau USD138,53 juta. Sedangkan peningkatan utang usaha USD138.53 million. While the largest increase in third party
pihak ketiga terbesar berasal dari sewa pesawat yang trade payables came from aircraft leases, which increased
meningkat sebesar 75,32% atau USD35,73 juta. by 75.32% or USD35.73 million.
Tabel Utang Usaha

Table of Trade Payables
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %

PT Pertamina (Persero) 377.771.451 239.237.055 89.911.451 80.810.262 33.961.968 82,62 138.534.396 57,91
PT Gapura Angkasa 19.366.336 - - - - N.A 19.366.336 N.A
Perum LPPNPI 15.907.688 3.980.156 1.766.246 811.695 5.701.917 29,24 11.927.532 299,67
PT Angkasa Pura II (Persero) 9.264.740 9.461.006 1.175.294 5.341.541 1.896.574 48,67 (196.266) (2,07)
Lain-lain
5.922.834 4.867.901 2.283.636 4.449.457 3.402.977 14,86 1.054.933 21,67
Others
Total Utang Usaha Pihak Berelasi

428.233.049 257.546.118 95.136.627 91.412.955 44.963.436 75,67 170.686.931 66,27
Total Related-Party Trade Payables
Utang usaha pihak ketiga

Jasa Penerbangan
Airline Services
Sewa Pesawat
83.166.251 47.436.132 - - - N.A 35.730.119 75,32
Aircraft Rental
Jasa Boga
21.917.889 21.970.220 13.292.798 12.523.754 13.134.963 13,66 (52.331) (0,24)
Catering Services
Bandara, Pemeliharaan dan Perbaikan

User Charges and Station 16.666.784 11.905.298 5.546.979 9.385.692 10.650.313 11,85 4.761.486 39,99
Maintenance and Repairs
Bahan Bakar
8.083.860 15.610.976 18.510.754 14.486.052 13.260.132 (11,64) (7.527.116) (48,22)
Fuel
Umum dan Administrasi

7.802.698 9.974.910 8.174.380 8.914.398 9.431.903 (4,63) (2.172.212) (21,78)
Lain-lain
715.591 4.118.857 1.614.069 17.718 926.374 (6,25) (3.403.266) (82,63)
Others
Non Jasa Penerbangan

119.886.194 106.310.394 81.747.142 83.691.389 56.988.646 20,43 13.575.800 12,77
Non Airline Services
Total Utang Usaha Pihak Ketiga

258.239.267 217.326.787 128.886.122 129.019.003 104.392.331 25,41 40.912.480 18,83
Total Third-Party Trade Payables
Total Utang Usaha

686.472.316 474.872.905 224.022.749 220.431.958 149.355.767 46,42 211.599.411 44,56
Total Trade Payables
*) Restated

TINJAUAN KEUANGAN
Financial Review
LIABILITAS ANJAK PIUTANG FACTORING LIABILITIES

Liabilitas anjak piutang tahun 2019 mencapai USD54,57 Factoring liabilities in 2019 reached USD54.57 million, a
juta, menurun 50,29% dibandingkan tahun 2018 yang decrease of 50.29% compared to that of 2018 which reached
mencapai USD109,78 juta. Penurunan tersebut karena USD109.78 million. The decrease was due to reduced
berkurangnya liabilitas anjak piutang dari pihak ketiga factoring liabilities from third parties from PT Bank CIMB
yang berasal dari PT Bank CIMB Niaga Indonesia sebesar Niaga Indonesia amounting to 77.03% or USD42.36 million.
77,03% atau USD42,36 juta.
Tabel Liabilitas Anjak Piutang

Table of Factoring Liabilities
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Liabilitas Anjak Piutang Pihak Berelasi

Factoring Liabilities of Related Parties
PT Bank Negara Indonesia (Persero) Tbk 39.893.713 46.328.080 - - - N.A (6.434.367) (13,89)
PT Bank Rakyat Indonesia (Persero) Tbk 2.042.092 8.455.356 - - - N.A (6.413.264) (75,85)
Total Liabilitas Anjak Piutang Pihak

Berelasi
41.935.805 54.783.436 - - - N.A (12.847.631) (23,45)
Total Factoring Liabilities of Related
Parties
Liabilitas Anjak Piutang Pihak Ketiga

N.A -
Factoring Liabilities of Third Parties
PT Bank CIMB Niaga Indonesia 12.634.755 54.996.800 - - - N.A (42.362.045) (77,03)
Total Liabilitas Anjak Piutang

54.570.560 109.780.236 - - - N.A (55.209.676) (50,29)
Total factoring liabilities
*) Restated
UTANG LAIN-LAIN OTHER PAYABLES

Utang lain-lain tahun 2019 mencapai USD45,89 juta Other payables in 2019 reached USD45.89 million, a
menurun sebesar 62,59% dibandingkan tahun 2018 yang decrease of 62.59% compared to that of 2018 which
mencapai USD122,67 juta. Penurunan tersebut berasal reached USD122.67 million. The decline came from financial
dari penurunan derivatif keuangan sebesar 96,76% atau derivatives decreases by 96.76% or (USD70.79) million.
(USD70,79) juta.
Tabel Utang Lain-Lain

Table of Other Payables
dalam USD penuh | in full USD)
Pertumbuhan
CAGR Growth
Uraian
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Retribusi Bandara
35.145.890 39.635.852 35.549.968 21.783.260 14.849.049 24,03 (4,489,962) (11,33)
User Charges and Station
Kewajiban Derivatif
2.369.473 73.155.763 4.756.268 11.372.690 26.781.283 (45,46) (70,786,292) (96,76)
Derivative Liabilities
Asuransi dan Kesehatan

- - 2.381.836 1.574.551 - N.A - N.A
Insurance and Health Care
Asuransi Tiket Penumpang

- - 509.286 670.975 1.269.978 (100,00) - N.A
Passenger Ticket Insurance
Lain-lain
8.375.049 9.880.033 215.455 182.233 7.001.640 4,58 (1.504.982) (15,23)
Others
Utang Lain-lain
45.890.412 122.671.648 43.412.813 35.583.709 49.901.950 (2,07) (76.781.236) (62,59)
Other Payables
*) Restated

TINJAUAN KEUANGAN
Financial Review
UTANG PAJAK TAXES PAYABLE

Utang pajak tahun 2019 mencapai USD137,59 juta, Taxes payable in 2019 reached USD137.59 million, an
meningkat sebesar 149,00% dibandingkan tahun 2018 increase of 149.00% compared to that of 2018 which
yang mencapai USD55,26 juta. Peningkatan tersebut berasal reached USD55.26 million. The increase came from other
dari pajak lain-lain yang meningkat sebesar 148,40% atau taxes which increased by 148.40% or USD81.30 million
USD81,30 juta dan pajak penghasilan badan yang meningkat and corporate income tax which increased by 218.82% or
sebesar 218,82% atau USD1.03 juta. USD1.03 million.
Tabel Utang Pajak

Table of Taxes Payable
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %

1.500.235 470.555 4.962.676 - - N.A 1.029.680 218,82
Pajak Lain-Lain
136.085.178 54.785.573 44.736.078 39.458.951 80.997.046 13,85 81.299.605 148,40
Other Taxes
Utang Pajak
137.585.413 55.256.128 49.698.754 39.458.951 80.997.046 14,16 82.329.285 149,00
Taxes Payable
*) Restated
BEBAN AKRUAL ACCRUALS

Beban akrual tahun 2019 mencapai USD236,28 juta, Accrued expenses in 2019 reached USD236.28 million, an
USD235,21 juta. Peningkatan tersebut berasal dari USD235.21 million. The increase came from administrative
pertumbuhan administrasi dan umum sebesar 20,70% and general growth of 20.70% or USD13.11 million.
atau USD13,11 juta.
Tabel Beban Akrual

Table of Accruals
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Administrasi dan Umum

76.458.144 63.346.908 59.570.197 65.404.201 58.341.207 6,99 13.111.236 20,70
Kebandaraan
41.760.531 40.302.071 36.094.613 30.340.519 25.024.193 13,66 1.458.460 3,62
User Charges and Station
Operasional Penerbangan
33.941.626 22.734.955 31.590.195 26.057.565 11.697.860 30,51 11.206.671 49,29
Flight Operations
Pemeliharaan dan Perbaikan

24.587.880 42.431.941 17.398.813 27.492.730 30.378.499 (5,15) (17.844.061) (42,05)
Maintenance and Repairs
Tiket penjualan dan Promosi

14.808.269 15.013.258 15.129.723 14.640.419 15.061.472 (0,42) (204.989) (1,37)
Ticketing sales and Promotion
Pelayanan Penumpang
9.668.781 9.874.776 9.841.328 7.056.338 5.405.439 15,65 (205.995) (2,09)
Passenger Services
Bunga
- - 9.570.528 7.926.656 7.224.474 (100,00) - N.A
Interest
Lain-lain
35.039.263 41.507.616 23.566.104 19.064.968 27.909.363 5,85 (6.468.353) (15,58)
Others
Total Beban Akrual

236.284.494 235.211.525 202.761.501 197.983.396 181.042.507 6,88 1.072.969 0,46
Total Accrued Expenses
*) Restated

TINJAUAN KEUANGAN
Financial Review
PENDAPATAN DITERIMA DIMUKA UNEARNED REVENUES

Pendapatan diterima dimuka tahun 2019 mencapai Unearned revenues in 2019 reached USD200.14 million,
USD200,14 juta, menurun 23,00% dibandingkan tahun a decrease of 23.00% compared to that of 2018 which
2018 yang mencapai USD259,93 juta Penurunan tersebut reached USD259.93 million. The decrease was derived
berasal dari pertumbuhan negatif jasa penerbangan from the negative growth of scheduled flight by 25.09%
berjadwal sebesar 25,09% atau (USD58,84) juta. or (USD58.84) million.
Tabel Pendapatan Diterima Dimuka

Table of Unearned Revenues
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Jasa Penerbangan Berjadwal

175.669.406 234.504.456 251.014.869 228.263.737 175.276.423 0,06 (58.835.050) (25,09)
Frequent Flyer Program

22.904.792 20.604.538 - - - N.A 2.300.254 11,16
Frequent Flyer Program
Lain-lain
1.567.401 4.824.267 2.424.652 1.582.436 1.254.596 5,72 (3.256.866) (67,51)
Others

200.141.599 259.933.261 253.439.521 229.846.173 176.531.019 3,19 (59.791.662) (23,00)
Unearned Revenue
*) Restated
UANG MUKA DITERIMA ADVANCED RECEIVED

Uang muka diterima tahun 2019 mencapai USD106,98 Advances received in 2019 reached USD106.98 million,
juta, meningkat 40,62% dibandingkan tahun 2018 yang an increase of 40.62% compared to that of 2018 which
mencapai USD76,08 juta. Peningkatan tersebut berasal reached USD76.08 million. The increase was due to the
dari peningkatan tersebut akibat kenaikan temporary temporary increase of agent’s deposit in 2019.
deposit agen di tahun 2019.
Tabel Uang Muka Diterima

Table of Advances Received
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Uang Muka Diterima

106.982.911 76.081.320 36.963.563 30.932.877 24.549.496 44,48 30.901.591 40,62
Advances Received
*) Restated
LIABILITAS JANGKA PANJANG YANG JATUH TEMPO CURRENT MATURITIES OF LONG-TERM LIABILITIES
DALAM SATU TAHUN
Liabilitas jangka panjang yang jatuh tempo dalam satu Long-term liabilities which mature in one year, in 2019
tahun, tahun 2019 mencapai USD805,05 juta, meningkat reached USD805.05 million, an increase of 18.31%
18,31% dibandingkan tahun 2018 yang mencapai compared to that of 2018 which reached USD680.46
USD680,46 juta. Peningkatan tersebut berasal dari million. The increase came from the growth of long-term
pertumbuhan pinjaman jangka panjang sebesar 455,21% loans of 455.21% or USD116.24 million.
atau USD116,24 juta.

TINJAUAN KEUANGAN
Financial Review
Tabel Liabilitas Jangka Panjang Yang Jatuh Tempo Dalam Satu Tahun
Table of Current Maturities of Long-Term Liabilities
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %

141.779.239 25.536.141 64.001.397 61.696.994 103.936.071 8,07 116.243.098 455,21
Long-Term Loans

52.533.237 66.681.711 13.801.586 22.311.219 15.125.233 36,52 (14.148.474) (21,22)

14.858.629 10.450.074 - - - N.A 4.408.555 42,19

Pesawat 70.990.245 56.067.107 18.045.272 27.319.726 53.155.762 7,50 14.923.138 26,62
Utang Obligasi
498.996.741 496.845.180 147.320.207 - - N.A 2.151.561 0,43
Bonds Payable

25.897.408 24.876.000 - - - N.A 1.021.408 4,11
Total Liabilitas Jangka Panjang yang

Jatuh Tempo dalam Satu Tahun
805.055.499 680.456.213 243.168.462 111.327.939 172.217.066 47,04 124.599.286 18,31
Total Current Maturities of Long-
Term Liabilities:
*) Restated

Liabilitas jangka panjang tahun 2019 mencapai Non-current liabilities in 2019 reached USD477.22 million,
USD477,22juta, meningkat 5,05% dibandingkan tahun an increase of 5.05% compared to that of 2018 which
2018 yang mencapai USD454,27 juta. Peningkatan reached USD454.27 million. The increase came from
tersebut berasal dari pertumbuhan liabilitas estimasi biaya the growth of estimated liability for aircraft return and
pengembalian dan pemeliharaan pesawat sebesar 93,19% maintenance cost of 93.19% or USD116.39 million.
atau USD116,39 juta.
Tabel Liabilitas Jangka Panjang
Table of Non-Current Liabilities
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %

1.597.426 77.536.546 60.355.645 132.418.213 133.022.468 (66,90) (75.939.120) (97,94)
Long-Term Loans

77.692.229 99.504.000 - - - N.A (21.811.771) (21,92)

35.340 168.387 66.893.867 138.588.227 106.055.960 (86,49) (133.047) (79,01)
Liabilitas Estimasi Biaya Pengembalian

dan Pemeliharaan Pesawat
241.281.636 124.895.098 101.346.802 86.550.585 69.448.854 36,53 116.386.538 93,19
Utang Obligasi
- - 494.707.567 641.041.165 635.947.442 (100,00) - N.A
Bonds Payable

939.520 788.664 1.685.345 2.055.561 1.661.989 (13,29) 150.856 19,13

107.396.582 110.056.816 133.234.790 116.009.808 177.519.224 (11,81) (2.660.234) (2,42)

48.273.883 41.322.735 45.752.730 47.432.491 39.782.743 4,96 6.951.148 16,82
Total Liabilitas Jangka Panjang

477.216.616 454.272.246 903.976.746 1.164.096.050 1.163.438.680 (19,97) 22.944.370 5,05
Total Non-Current Liabilities
*) Restated

TINJAUAN KEUANGAN
Financial Review
LIABILITAS JANGKA PANJANG - SETELAH DIKURANGI LONG-TERM LIABILITIES - NET OF CURRENT MATURITIES
BAGIAN YANG JATUH TEMPO DALAM SATU TAHUN
Liabilitas jangka panjang-setelah dikurangi bagian yang Long-term liabilities, net of current maturities, in 2019
jatuh tempo dalam satu tahun, tahun 2019 mencapai reached USD320.61 million, an increase of 6.12% compared
USD320,61 juta meningkat 6,12% dibandingkan tahun to that of 2018 which reached USD302.10 million. The
2018 yang mencapai USD302,10 juta. Peningkatan increase came from the growth of estimated liability
tersebut berasal dari pertumbuhan Liabilitas estimasi for aircraft return and maintenance cost of 93.19% or
biaya pengembalian dan pemeliharaan pesawat sebesar USD116.39 million.
93,19% atau USD116,39 juta.
Tabel Liabilitas Jangka Panjang – Setelah Dikurangi Bagian Yang Jatuh Tempo Dalam Satu Tahun
Table of Long-Term Liabilities - Net of Current Maturities
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %

1.597.426 77.536.546 60.355.645 132.418.213 133.022.468 (66,90) (75.939.120) (97,94)
Long-Term Loans

77.692.229 99.504.000 - - - N.A (21.811.771) (21,92)

35.340 168.387 66.893.867 138.588.227 106.055.960 (86,49) (133.047) (79,01)

Pesawat 241.281.636 124.895.098 101.346.802 86.550.585 69.448.854 36,53 116.386.538 93,19
Utang Obligasi
- - 494.707.567 641.041.165 635.947.442 (100,00) - N.A
Bonds Payable
Total Liabilitas Jangka Panjang -

Setelah Dikurangi Bagian yang Jatuh
Tempo dalam Satu Tahun: 320.606.631 302.104.031 723.303.881 998.598.190 944.474.724 (23,67) 18.502.600 6,12
Total Long-Term Liabilities - Net of
Current Maturities
*) Restated
LIABILITAS PAJAK TANGGUHAN DEFERRED TAX LIABILITIES

Liabilitas pajak tangguhan tahun 2019 mencapai USD939,52 Deferred tax liabilities in 2019 reached USD939.52
ribu, meningkat 19,13% dibandingkan tahun 2018 yang thousand, an increase of 19.13% compared to that of 2018
mencapai USD788,66 ribu. Peningkatan tersebut karena which reached USD788.66 thousand. The increase was
peningkatan beban pajak kini Perseroan. due to an increase in the Company’s current tax expense.
Tabel Liabilitas Pajak Tangguhan

Table of Deferred Tax Liabilities
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %

939.520 788.664 1.685.345 2.055.561 1.661.989 (13,29) 150.856 19,13
*) Restated

TINJAUAN KEUANGAN
Financial Review
LIABILITAS IMBALAN KERJA LIABILITIES FOR EMPLOYEE BENEFITS

Liabilitas imbalan kerja tahun 2019 mencapai USD107,40 Liabilities for employee benefits in 2019 reached USD107.40
mencapai USD110,06 juta. which reached USD110.06 million.
Tabel Liabilitas Imbalan Kerja

Table of Liabilities for Employee Benefits
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %

107.396.582 110.056.816 133.234.790 116.009.808 177.519.224 (11,81) (2.660.234) (2,42)
*) Restated
LIABILITAS TIDAK LANCAR LAINNYA OTHER NON-CURRENT LIABILITIES

Liabilitas tidak lancar lainnya tahun 2019 mencapai Other non-current liabilities in 2019 reached USD48.27
USD48,27 juta, meningkat 16,82% dibandingkan tahun million, an increase of 16.82% compared to that of 2018
2018 yang mencapai USD41,32 juta. Peningkatan berasal which reached USD41.32 million. The increase came from
dari pertumbuhan pendapatan ditangguhkan atas jual dan the growth of deferred income from sale and leaseback at
sewa balik sebesar 12,37% atau USD4,84 juta. 12.37% or USD4.84 million.
Tabel Liabilitas Tidak Lancar Lainnya

Table of Other Non-Current Liabilities
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Pendapatan Ditangguhkan atas Jual

dan Sewa Balik
43.980.438 39.140.251 43.567.249 45.765.466 38.879.106 3,13 4.840.187 12,37
Deferred Income from Sale and
Leaseback
Uang Muka Agen

- - 1.018.044 811.755 855.601 (100,00) - N.A
Advances from Agent
Lain-lain
4.293.445 2.182.484 1.167.437 855.270 48.036 207,47 2.110.961 96,72
Others

48.273.883 41.322.735 45.752.730 47.432.491 39.782.743 4,96 6.951.148 16,82
*) Restated

TINJAUAN KEUANGAN
Financial Review
EKUITAS EQUITY
Ekuitas tahun 2019 mencapai USD720,62 juta, meningkat Equity in 2019 reached USD720.62 million, an increase
12,63% dibandingkan tahun 2018 yang mencapai of 12.63% compared to that of 2018 which reached
USD639,81 juta. Peningkatan tersebut berasal dari USD639.81 million. The increase was derived from the
pertumbuhan penghasilan komprehensif lain yang meningkat growth of other comprehensive income which increased
sebesar 166,59% atau USD100,71 juta hal ini sehubungan by 166.59% or USD100.71 million. This was related to
dengan transaksi hedging Perseroan di tahun 2019. the Company’s hedging transaction in 2019.
Tabel Ekuitas
Table of Equity
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Modal Ditempat dan Disetor - 1

Saham Seri A Dwiwarna dan
25.886.576.253 Saham Seri B
1.310.326.950 1.310.326.950 1.310.326.950 1.309.433.569 1.309.433.569 0,02 - 0,00
Issued and Paid-Up Capital - 1 Series A
Dwiwarna Share and 25,886,576,253
Series B Shares
Tambahan Modal Disetor

13.753.694 23.526.520 23.526.520 (33.948.489) (33.948.489) N,A, (9.772.826) (41,54)
Additional Paid-In Capital
Defisit Sebesar USD 1.385.459.977

pada tanggal 1 Januari 2012 Telah
Dieliminasi Dalam Rangka Kuasi
Reorganisasi
Deficit Amounting to
USD1,385,459,977 as of 1 January
2012 was Eliminated in Connection
with Quasi Reorganization
Dicadangkan
6.081.861 6.081.861 6.081.861 6.081.861 6.081.861 0,00 - 0,00
Appropriated
Belum Dicadangkan
(675.420.686) (680.863.327) (449.484.287) (221.069.730) (220.046.387) 32,36 5.442.641 0,80
Unappropriated
Penghasilan Komprehensif Lain

40.255.513 (60.455.573) 4.330.661 (70.462.233) (130.770.768) N.A 100.711.086 166,59
Other Comprehensive Income
Ekuitas yang Dapat Diatribusikan

Kepada Pemilik Entitas Induk
694.997.332 598.616.431 894.781.705 992.805.948 933.520.756 (7,11) 96.380.901 16,10
Equity Attributable to Owners of The
Company
Kepentingan Nonpengendali
25.625.559 41.190.125 42.687.495 17.091.271 17.202.429 10,48 (15.564.566) (37,79)
Non-Controlling Interest
Total Ekuitas
720.622.891 639.806.556 937.469.200 1.009.897.219 950.723.185 (6,69) 80.816.335 12,63
Total Equity
*) Restated

TINJAUAN KEUANGAN
Financial Review
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENT OF PROFIT

KOMPREHENSIF LAIN KONSOLIDASIAN OR LOSS AND OTHER COMPREHENSIVE
INCOME
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian
Table of Consolidated Statement of Profit or Loss and Other Comprehensive Income
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
PENDAPATAN USAHA
OPERATING REVENUES
3.773.399.072 3.529.322.999 3.401.980.804 3.279.806.762 3.208.469.733 4,14 244.076.073 6,92

249.906.152 266.866.623 301.498.970 192.145.848 261.899.138 (1,17) (16.960.471) (6,36)
Lainnya
549.332.859 534.251.439 473.846.007 391.968.955 344.620.874 12,36 15.081.420 2,82
Others
Total Pendapatan Usaha

4.572.638.083 4.330.441.061 4.177.325.781 3.863.921.565 3.814.989.745 4,63 242.197.022 5,59
Total Operating Revenues
BEBAN USAHA
OPERATING EXPENSES
Beban Operasional Penerbangan

2.549.469.922 2.737.601.890 2.478.025.975 2.187.316.263 2.190.607.282 3,87 (188.131.968) (6,87)
Flight Operations Expenses
Beban Pemeliharaan dan Perbaikan

538.046.403 566.803.802 429.361.211 393.308.458 376.500.961 9,34 (28.757.399) (5,07)
Maintenance and Repairs Expenses
Beban Bandara
385.298.616 404.718.544 382.651.073 334.047.207 301.880.822 6,29 (19.419.928) (4,80)
User Charges and Station Expenses
Beban Tiket, Penjualan dan Promosi

Ticketing, Sales, and Promotion 342.771.452 296.889.881 323.723.174 310.187.732 309.608.281 2,58 45.881.571 15,45
Expenses
Beban Pelayanan Penumpang

271.817.792 291.948.721 298.973.443 286.289.766 270.750.084 0,10 (20.130.929) (6,90)
Passenger Services Expenses
Beban Administrasi dan Umum

249.984.716 224.181.523 265.808.770 226.797.925 224.907.111 2,68 25.803.193 11,51
General and Administrative Expenses
Beban Operasional Hotel

31.980.015 31.474.431 26.125.254 28.180.038 29.698.564 1,87 505.584 1,61
Hotel Operation Expenses
Beban Operasional Transportasi

29.440.247 28.001.571 21.028.192 17.848.699 17.528.744 13,84 1.438.676 5,14
Transportation Operations Expenses
Beban Operasional Jaringan

10.382.106 12.162.238 12.076.240 11.951.555 10.303.636 0,19 (1.780.132) (14,64)
Network Operation Expenses
Total Beban Usaha

4.409.191.269 4.593.782.601 4.237.773.332 3.795.927.643 3.731.785.485 4,26 (184.591.332) (4,02)
Total operating expenses
PENDAPATAN/(BEBAN) USAHA
LAINNYA
OTHER OPERATING INCOME/
(CHARGES)
(Kerugian)/ Keuntungan Selisih Kurs

– Bersih
(32.601.114) 28.361.734 14.777.069 (19.170.712) 15.213.543 N.A (60.962.848) (214,95)
(Loss)/Profit of Exchange Differences
- Net
Pendapatan/Beban Lain-Lain –Bersih

16.168.970 35.874.257 (30.510.696) 50.280.729 70.327.638 (30,75) (19.705.287) (54,93)
Other Income/Expenses
Total
16.432.144 64.235.991 15.733.627 (31.110.017) (85.541.181) N,A, (53.108.506) (82,68%)
Total
LABA/(RUGI) USAHA 147.014.670 (199.105.549) (76.181.178) 99.103.939 168.745.441 (3,39) 346.120.219 173,84
PROFIT/(LOSS) FROM OPERATIONS
Bagian Laba Bersih Asosiasi

(21.484) 204.241 192.617 (215.172) (98.259) (31,62) (225.725) (110,52)
Share of Results of Associates
Pendapatan Keuangan
45.257.323 40.011.858 6.196.164 7.180.597 6.597.482 61,84 5.245.465 13,11
Finance Income
Beban Keuangan
139.990.076 127.503.999 88.388.240 88.278.664 68.584.517 19,53 12.486.077 9,79
Finance Costs

TINJAUAN KEUANGAN
Financial Review
Tabel Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian

Table of Consolidated Statement of Profit or Loss and Other Comprehensive Income
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
LABA/(RUGI) SEBELUM PAJAK 52.260.433 (286.393.449) (158.180.637) 17.790.700 106.660.147 (16,34) 338.653.882 118,25
PROFIT/(LOSS) BEFORE TAX
(BEBAN)/MANFAAT BEBAN
PAJAK (45.802.668) 57.503.925 (55.209.041) (8.425.842) (28.685.986) 12,41 (103.306.593) (179,65)
TAX (EXPENSES)/BENEFITS
LABA/(RUGI) TAHUN BERJALAN 6.457.765 (228.889.524) (213.389.678) 9.364.858 77.974.161 (46,35) 235.347.289 102,82
PROFIT/(LOSS) FOR THE YEAR
Laba/(rugi) yang Dapat Diatribusikan

6.986.140 (231.156.005) (216.582.416) 8.069.365 76.480.236 (45,02) 238.142.145 103,02
Profit/(loss) Attributable to Owners of
The Parent Company
Laba/(rugi) yang Dapat Diatribusikan

Kepada Kepentingan Non Pengendali
(528.375) 2.266.481 3.192.738 1.295.493 1.493.925 N.A (2.794.856) (123,31)
Profit/(Loss) Attributable to
Non-Controlling Interests
Total Penghasilan/(Kerugian)
Komprehensif Lain
85.120.729 (30.991.932) 58.020.948 49.809.176 (6.718.567) N.A 116.112.661 374,65
Total Other Comprehensive Income/
(Loss)
TOTAL KEUNTUNGAN/
(KERUGIAN) KOMPREHENSIF
PERIODE BERJALAN 91.578.494 (259.881.456) (155.368.730) 59.174.034 71.255.594 6,47 351.459.950 135,24
TOTAL COMPREHENSIVE PROFIT/
(LOSS) FOR THE YEAR
Laba/(rugi) Komprehensif yang Dapat

Diatribusikan Kepada Pemilik Entitas
Induk 92.644.418 (263.125.965) (153.621.663) 59.285.192 70.022.788 7,25 355.770.383 135,21
Comprehensive Profit/(loss) Attributable
to Owners of The Parent Company
Laba/(rugi) Komprehensif yang Dapat

Diatribusikan Kepada Kepentingan Non
Pengendali (1.065.924) 3.244.509 (1.747.067) (111.158) 1.232.806 N.A (4.310.433) (132,85)
Comprehensive Profit/(Loss)
Attributable to Non-Controlling Interests
LABA /(RUGI) PER SAHAM

DASAR/DILUSIAN 0,0003 (0,0089) (0,0084) 0,0003 0,0030 (45,03) 0,0092 103,02
BASIC/DILUTED EARNINGS/(LOSS)
PER SHARE
*) Restated
Grafik Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian (dalam jutaan USD)
Graph of Consolidated Statement of Profit or Loss and Other Comprehensive Income (in million USD)
4.572,64 4.593,78
4.330,44 4.409,19
4.177,33 4.237,77
3.863,92
3.814,99 3.795,93
3.731,79
9,36 168,75 147,01

77,97 99,10
6,46
(76,18)
(213,39) (199,11)
(228,89)
Pendapatan Usaha Beban Usaha Laba (Rugi) Tahun Berjalan Laba (Rugi) Usaha
Operating Revenues Operating Expenses Profit/(Loss) for the Year Profit (Loss) from Operations
2015 2016 2017 2018 2019

TINJAUAN KEUANGAN
Financial Review
PENDAPATAN USAHA OPERATING REVENUES

Pendapatan usaha tahun 2019 mencapai USD4,57 Operating revenues in 2019 reached USD4.57 billion,
miliar, meningkat 5,59% dibandingkan tahun 2018 yang an increase of 5.59% compared to that of 2018 which
mencapai USD4,33 miliar. Peningkatan tersebut berasal reached USD4.33 billion. The increase came from the
dari pertumbuhan penerbangan berjadwal sebesar 6,92% growth of scheduled airline services of 6.92% or USD244.08
atau USD244,08 juta dan pertumbuhan pendapatan usaha million and other operating revenues growth of 2.82% or
lainnya sebesar 2,82% atau USD15,08 juta. USD15.08 million.
Tabel Pendapatan Usaha

Table of Operating Revenues
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
3.773.399.072 3.529.322.999 3.401.980.804 3.279.806.762 3.208.469.733 4,14 244.076.073 6,92

249.906.152 266.866.623 301.498.970 192.145.848 261.899.138 (1,17) (16.960.471) (6,36)
Lainnya
549.332.859 534.251.439 473.846.007 391.968.955 344.620.874 12,36 15.081.420 2,82
Others
Total 4.572.638.083 4.330.441.061 4.177.325.781 3.863.921.565 3.814.989.745 4,63 242.197.022 5,59
*) Restated
PENERBANGAN BERJADWAL SCHEDULED AIRLINE SERVICES

Penerbangan berjadwal tahun 2019 mencapai USD3,77 Scheduled airline services in 2019 reached USD3.77 billion,
miliar, meningkat 6,92% dibandingkan tahun 2018 an increase of 6.92% compared to that of 2018 which
yang mencapai USD3,53 miliar. Peningkatan tersebut reached USD3.53 billion. The increase came from passenger
berasal dari pertumbuhan penumpang sebesar 5,60% atau growth of 5.60% or USD182.69 million and cargo and
USD182,69 juta dan pertumbuhan kargo dan dokumen document growth of 23.12% or USD61.39 million. This
sebesar 23,12% atau USD61,39 juta. Peningkatan ini increase was in line with the increase in passenger and
sejalan dengan kenaikan yield penumpang dan kargo yang cargo yields by 20.28% and 47.72%, respectively. This
masing-masing meningkat sebesar 20,28% dan 47,72%. shows that the strategy of increasing prices on domestic
Hal ini menunjukkan bahwa strategi menaikkan harga pada routes causes a decrease in traffic but can increase revenue.
rute-rute domestik menyebabkan penurunan trafik namun
dapat meningkatkan pendapatan.
Tabel Penerbangan Berjadwal

Table of Scheduled Airline Services
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Penumpang
3.446.461.503 3.263.771.642 3.156.243.845 3.050.741.703 3.010.797.527 3,44 182.689.861 5,60
Passengers
Kargo dan Dokumen

326.937.569 265.551.357 245.736.959 229.065.059 197.672.206 13,40 61.386.212 23,12
Cargo and Document
3.773.399.072 3.529.322.999 3.401.980.804 3.279.806.762 3.208.469.733 4,14 244.076.073 6,92
*) Restated

TINJAUAN KEUANGAN
Financial Review
PENERBANGAN TIDAK BERJADWAL NON-SCHEDULED AIRLINE SERVICES

Penerbangan tidak berjadwal tahun 2019 mencapai Non-scheduled airline services in 2019 reached USD249.91
USD249,91 juta, menurun 6,36% dibandingkan tahun million, a 6.36% decrease compared to that of 2018 which
2018 yang mencapai USD266,87 juta. Penurunan tersebut amounted to USD266.87 million. The decline came from
berasal dari penurunan charter sebesar 74,28% atau charter decrease by 74.28% or (USD28.21) million.
(USD28,21) juta.
Tabel Penerbangan Tidak Berjadwal

Table of Non-scheduled Airline Services
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Haji
234.266.888 206.061.443 208.838.304 150.933.872 178.795.362 6,99 28.205.445 13,69
Hajj
Charter 15.639.264 60.805.180 92.660.666 41.211.976 83.103.776 (34,14) (45.165.916) (74,28)

249.906.152 266.866.623 301.498.970 192.145.848 261.899.138 (1,17) (16.960.471) (6,36)
*) Restated
LAINNYA OTHERS
Lainnya tahun 2019 mencapai USD549,33 juta, meningkat Others in 2019 reached USD549.33 million, an increase of
2,82% dibandingkan tahun 2018 yang mencapai USD534,25 2.82% compared to that of 2018 which reached USD534.25
juta. Peningkatan tersebut berasal dari pertumbuhan jasa million. The increase came from the growth of catering
boga yang meningkat sebesar 22,35% atau USD13,30 juta services which increased by 22.35% or USD13.30 million
dan jasa biro perjalanan yang meningkat sebesar 26,68% and travel agent services which increased by 26.68% or
atau USD10,56 juta. USD10.56 million.
Tabel Lainnya
Table of Others
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Pemeliharaan dan Perbaikan Pesawat

222.061.060 212.564.858 161.550.939 114.301.915 78.627.738 29,64 9.496.202 4,47
Aircrafts Repair and Maintenance
87.259.483 105.417.767 83.372.600 63.864.766 64.882.612 7,69 (18.158.284) (17,23)
Airline Related
Biro Perjalanan
50.143.862 39.584.514 65.450.098 63.837.440 59.013.456 (3,99) 10.559.348 26,68
Travel Agent
Jasa Boga
72.812.316 59.509.772 49.980.099 52.540.747 52.930.165 8,30 13.302.544 22,35
Catering Services
Groundhandling
52.643.650 44.887.013 45.479.074 38.593.280 36.364.751 9,69 7.756.637 17,28
Groundhandling
Fasilitas
24.546.450 27.263.536 28.801.899 19.961.047 20.288.685 4,88 (2.717.086) (9,97)
Facilities
Hotel
15.880.271 17.927.712 19.307.185 17.949.634 17.722.908 (2,71) (2.047.441) (11,42)
Hotel
Transportasi
9.383.100 11.228.830 6.326.856 3.336.799 3.860.963 24,86 (1.845.730) (16,44)
Transportation
Lain-lain
14.602.667 15.867.437 13.577.257 17.583.327 10.929.596 7,51 (1.264.770) (7,97)
Others
Total Lainnya
549.332.859 534.251.439 473.846.007 391.968.955 344.620.874 12,36 15.081.420 2,82
Total Others
*) Restated

TINJAUAN KEUANGAN
Financial Review
BEBAN USAHA OPERATING EXPENSES

Beban usaha tahun 2019 mencapai USD4,41 miliar, Operating expenses in 2019 reached USD4.41 billion,
menurun 4,02% dibandingkan tahun 2018 yang mencapai a decrease of 4.02% compared to that of 2018 which
USD4.59 miliar. Penurunan tersebut karena berkurangnya reached USD4.59 billion. The decrease was due to the
Beban operasional penerbangan sebesar USD188,13 juta reduced flight operations expenses of USD188.13 million
atau 6,87%. Penurunan tersebut seiring dengan strategi or 6.87%. The reduction was in line with the strategy of
penyesuaian kapasitas produksi yang berdampak pada adjusting production capacity which has an impact on
penurunan beban bahan bakar sebesar 14,80%, penurunan reducing the fuel load by 14.80%, decreasing the amount
jumlah konsumsi bahan bakar sebesar 14,04% disaat harga of fuel consumption by 14.04% during the aircraft fuel
bahan bakar pesawat mengalami penurunan sebesar 0,84%. price decreased by 0.84%.
Tabel Beban Usaha

Table of Operating Expenses
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Beban Operasional Penerbangan
2.549.469.922 2.737.601.890 2.478.025.975 2.187.316.263 2.190.607.282 3,87 (188.131.968) (6,87)
Flight Operations Expenses
Beban Pemeliharaan dan Perbaikan
538.046.403 566.803.802 429.361.211 393.308.458 376.500.961 9,34 (28.757.399) (5,07)
Maintenance and Repairs Expenses
Beban Bandara
385.298.616 404.718.544 382.651.073 334.047.207 301.880.822 6,29 (19.419.928) (4,80)
User Charges and Station Expenses
Beban Tiket, Penjualan dan Promosi
Ticketing, Sales, and Promotion 342.771.452 296.889.881 323.723.174 310.187.732 309.608.281 2,58 45.881.571 15,45
Expenses
Beban Pelayanan Penumpang
271.817.792 291.948.721 298.973.443 286.289.766 270.750.084 0,10 (20.130.929) (6,90)
Passenger Services Expenses
Beban Administrasi dan Umum
249.984.716 224.181.523 265.808.770 226.797.925 224.907.111 2,68 25.803.193 11,51
General and Administrative Expenses
Beban Operasional Hotel
31.980.015 31.474.431 26.125.254 28.180.038 29.698.564 1,87 505.584 1,61
Hotel Operation Expenses
Beban Operasional Transportasi
29.440.247 28.001.571 21.028.192 17.848.699 17.528.744 13,84 1.438.676 5,14
Transportation Operations Expenses
Beban Operasional Jaringan
10.382.106 12.162.238 12.076.240 11.951.555 10.303.636 0,19 (1.780.132) (14,64)
Network Operation Expenses
Total Beban Usaha
4.409.191.269 4.593.782.601 4.237.773.332 3.795.927.643 3.731.785.485 4,26 (184.591.332) (4,02)
Total operating expenses
*) Restated
PENDAPATAN (BEBAN) USAHA LAINNYA OTHER OPERATING INCOME (CHARGES)

Beban usaha lainnya tahun 2019 mencapai (USD16,43) Other operating expenses in 2019 reached (USD16.43)
mencapai USD64,24 juta. Penurunan tersebut berasal dari which reached USD64.24 million. The decrease was due to
kerugian selisih kurs sebesar 214,95% atau USD60,96 juta. foreign exchange losses of 214.95% or USD60.96 million.
Tabel Pendapatan (Beban) Usaha Lainnya

Table of Other Operating Income (Charges)
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
(Kerugian)/Keuntungan Selisih Kurs

(32.601.114) 28.361.734 14.777.069 (19.170.712) 15.213.543 N.A. (60.962.848) (214,95)
(Loss)/Gain on Foreign Exchange
Pendapatan Lain-lain - bersih

16.168.970 35.874.257 (30.510.696) 50.280.729 70.327.638 (11,20) 7.854.342 21.89
Other Income - Net
Total (16.432.144) 64.235.991 (15.733.627) 31.110.017 85.541.181 (39,94) (80.668.135) (125,58)
*) Restated

TINJAUAN KEUANGAN
Financial Review
LABA (RUGI) USAHA PROFIT (LOSS) FROM OPERATIONS

Laba usaha tahun 2019 mencapai USD147,01 juta, Operating profit in 2019 reached USD147.01 million, an
meningkat 173,84% dibandingkan tahun 2018 mengalami increase of 173.84% compared to that of 2018 which
kerugian (USD199,11) juta. Peningkatan tersebut karena experienced a loss of (USD199.11) million. The increase
kenaikan pendapatan usaha sebesar 5,59% sementara beban was due to an increase in operating revenues by 5.59%
usaha turun sebesar 4,02%. Pendapatan usaha meningkat while operating expenses decreased by 4.02%. Operating
karena penyesuaian tarif penerbangan penumpang dan revenues increased due to adjustments in passenger and
kargo sedangkan beban usaha mengalami penurunan karena cargo flight fares while operating expenses decreased due
penyesuaian kapasitas produksi untuk menyeimbangkan to capacity adjustment to balance supply and demand.
supply dan demand.
Tabel Laba (Rugi) sebelum Pajak

Table of Profit (Loss) Before Tax
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Pendapatan Usaha
4.572.638.083 4.330.441.061 4.177.325.781 3.863.921.565 3.814.989.675 4,63 242.197.022 5,59
Operating Revenue
Beban Usaha
4.409.191.269 4.593.782.601 4.237.773.332 3.795.927.643 3.731.785.485 4,26 (184.591.332) (4,02)
Operating expenses
Pendapatan (Beban) Usaha Lainnya

(16.432.144) 64.235.991 (15.733.627) 31.110.017 85.541.181 N.A. (80.668.135) (125,58)
Other Operating Income (Charges
Laba (Rugi) Usaha 147.014.670 (199.105.549) (76.181.178) 99.103.939 168.745.441 (3,39) 346.120.219 173,84
*) Restated
LABA (RUGI) SEBELUM PAJAK PROFIT (LOSS) BEFORE TAX

Laba sebelum pajak tahun 2019 mencapai USD52,26 juta, Profit before tax in 2019 reached USD52.26 million, an
meningkat 118,25% dibandingkan tahun 2018 mengalami increase of 118.25% compared to that of 2018, which
kerugian sebesar USD286,39 juta. Kinerja positif ini dicapai suffered a loss of USD286.39 million. This positive
saat pendapatan usaha meningkat karena penyesuaian tarif performance was achieved when operating revenues
penerbangan penumpang dan kargo sedangkan beban increased due to the adjustment of passenger and cargo
usaha mengalami penurunan karena penyesuaian kapasitas flight fares while operating expenses decreased due to
produksi untuk menyeimbangkan supply dan demand. capacity adjustment to balance supply and demand.
Tabel Rugi Sebelum Pajak

Table of Loss Before Tax
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Laba (Rugi) Usaha

147.014.670 (199.105.549) (76.181.178) 99.103.939 168.745.441 (3,39) 346.120.219 173,84
Bagian Laba Bersih Asosiasi

(21.484) 204.241 192.617 (215.172) (98.259) (31,62) (225.725) (110,52)
Share of Results of Associates
Pendapatan Keuangan
45.257.323 40.011.858 6.196.164 7.180.597 6.597.482 61,84 5.245.465 13,11
Finance Income
Beban Keuangan
139.990.076 127.503.999 88.388.240 88.278.664 68.584.517 19,53 12.486.077 9,79
Finance Cost
LABA (RUGI) SEBELUM PAJAK

52.260.433 (286.393.449) (158.180.637) 17.790.700 106.660.147 (16,34) 338.653.882 118,25
PROFIT (LOSS) BEFORE TAX
*) Restated

TINJAUAN KEUANGAN
Financial Review
(BEBAN)/MANFAAT PAJAK TAX (EXPENSES)/BENEFITS

Beban pajak tahun 2019 mencapai USD45,80 juta, Tax expenses in 2019 reached USD45.80 million, an increase
meningkat sebesar 179,65% dibandingkan tahun of 179.65% compared to that of 2018 with tax benefit
2018 dengan manfaat pajak sebesar USD57,50 juta. of USD57.50 million. The increase in the Company’s tax
Meningkatnya beban pajak Perseroan tersebut karena expenses was due to positive financial performance in 2019
kinerja keuangan yang positif tahun 2019 dengan laba with a profit before tax of USD52.26 million, an increase
sebelum pajak sebesar USD52,26 juta, meningkat 118,25%. of 118.25%.
Tabel Beban (Manfaat) Pajak

Table of Tax Expenses/(Benefits)
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
(Beban)/Manfaat Pajak
(45.802.668) 57.503.925 (55.209.041) (8.425.842) (28.685.986) 12,41 (103.306.593) (179,65)
(Expenses)/Benefits
*) Restated
LABA (RUGI) TAHUN BERJALAN PROFIT (LOSS) FOR THE YEAR

Laba tahun berjalan tahun 2019 mencapai USD6,46 juta, Profit for the year in 2019 reached USD6.46 million, an
meningkat sebesar 102,82% dibandingkan tahun 2018 yang increase of 102.82% compared to that of 2018, which
mengalami kerugian sebesar USD228,89 juta. Peningkatan suffered a loss of USD228.89 million. The increase came
tersebut berasal dari pertumbuhan penumpang sebesar from passenger growth of 5.60% or USD182.69 million and
5,60% atau USD182,69 juta dan pertumbuhan kargo dan cargo and document growth of 23.12% or USD61.39 million.
dokumen sebesar 23,12% atau USD61,39 juta. Peningkatan This increase was in line with the increase in passenger and
ini sejalan dengan kenaikan yield penumpang dan kargo yang cargo yields by 20.28% and 47.72%, respectively. This
masing-masing meningkat sebesar 20,28% dan 47,72%. shows that the strategy of increasing prices on domestic
Hal ini menunjukkan bahwa strategi menaikkan harga pada routes causes a decrease in traffic but can increase revenue.
rute-rute domestik menyebabkan penurunan trafik namun The negative growth of operating expenses also contributed
dapat meningkatkan pendapatan. Pertumbuhan negatif dari to the increase in profit for the year. This was in line with
beban usaha juga berkontribusi pada kenaikan laba tahun the strategy to adjust production capacity which reduced
berjalan. Seiring dengan strategi penyesuaian kapasitas the operating expenses by 4.02%.
produksi yang berdampak pada penurunan beban usaha
turun sebesar 4,02%.
Tabel Laba (Rugi) Tahun Berjalan

Table of Profit (Loss) For The Year
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Laba (Rugi) Sebelum Pajak

52.260.433 (286.393.449) (158.180.637) 17.790.700 106.660.147 (16,34) 338.653.882 118,25
Profit (Loss) Before Tax
(Beban)/Manfaat Pajak
(45.802.668) 57.503.925 (55.209.041) (8.425.842) (28.685.986) 12,41 (103.306.593) (179,65)
Tax (Expenses)/Benefits
Laba (Rugi) Tahun Berjalan

6.457.765 (228.889.524) (213.389.678) 9.364.858 77.974.161 (46,35) 235.347.289 102,82
Profit (Loss) for The Year
*) Restated
Laba tahun berjalan yang dapat diatribusikan kepada Profit for the year attributable to owners of the company
pemilik entitas induk tahun 2019 mencapai USD6,99 juta, in 2019 reached USD6.99 million, an increase of 103.02%
meningkat 103,02% dibandingkan rugi tahun berjalan compared to the loss for the year attributable to owners of
yang dapat diatribusikan kepada pemilik entitas induk the company in 2018 reaching USD231.15 million. While

TINJAUAN KEUANGAN
Financial Review
tahun 2018 mencapai USD231,15 juta. Sedangkan rugi the loss for the year attributable to the non-controlling
berjalan yang dapat diatribusikan kepada kepentingan interest in 2019 reached USD 528.38 thousand, a decrease
non-pengendali tahun 2019 mencapai USD528,38 ribu, of 123.31% compared to the loss for the year attributable
menurun 123,31% dibandingkan rugi berjalan yang dapat to the non-controlling interest in 2018 of USD 2.27 million.
diatribusikan kepada kepentingan non-pengendali tahun
2018 USD2,27 juta.
Tabel Laba (Rugi) Tahun Berjalan Yang Dapat Diatribusikan

Table of Attributable Profit (Loss) For The Year
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Laba/(Rugi) yang Dapat Diatribusikan

6.986.140 (231.156.005) (216.582.416) 8.069.365 76.480.236 (45,02) 238.142.145 103,02
Profit/(Loss) Attributable to Owners of
The Parent Company
Laba/(Rugi) yang Dapat Diatribusikan

Kepada Kepentingan Non Pengendai
(528.375) 2.266.481 3.192.738 1.295.493 1.493.925 N.A (2.794.856) (123,31)
Profit/(Loss) Attributable to Non-
Controlling Interests
Laba/Rugi Tahun Berjalan

6.457.765 (228.889.524) (213.389.678) 9.364.858 77.974.161 (46,35) 235.347.289 102,82
*) Restated
PENGHASILAN (KERUGIAN) KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME (LOSS)

Penghasilan komprehensif lain tahun 2019 mencapai Other comprehensive income in 2019 reached USD85.12
USD85,12 juta, meningkat sebesar 374,65% dibandingkan million, an increase of 374.65% compared to that of 2018,
tahun 2018 mengalami kerugian komprehensif lain sebesar which experienced other comprehensive loss of USD30.99
USD30,99 juta. Peningkatan tersebut berasal dari kenaikan million. The increase came from the increase in items
pos-pos yang akan direklasikasikan ke laba rugi sebesar that would be reclassified to profit or loss of 169.23%
169,23% atau USD167,18 juta. Penghasilan dari pos-pos or USD167.18 million. The largest income from items
yang akan direklasikasikan ke laba rugi terbesar berasal that would be reclassified to profit or loss was from the
dari peningkatan perubahan atas nilai wajar lindung nilai increase of changes in the hedge fair value of cash flow of
arus kas sebesar USD60,08 juta USD60.08 million
Tabel Penghasilan (Kerugian) Komprehensif Lain

Table of Other Comprehensive Income (Loss)
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Pos-pos yang Tidak akan Direklasifikasi

ke Laba Rugi
16.730.025 67.797.831 32.225.150 27.103.034 22.338.912 (6,97) (51.067.806) (75,32)
Item that will not be Reclassified to
Profit or Loss
Pos-pos yang akan Direklasifikasi ke

Laba Rugi
68.390.704 (98.789.763) 25.795.798 22.706.142 (29.057.479) N.A. 167.180.467 169,23
Items that will be Reclassified to Profit
or Loss
Total Penghasilan (Kerugian)

Komprehensif Lain
85.120.729 (30.991.932) 58.020.948 49.809.176 (6.718.567) N.A. 116.112.661 374,65
Total Other Comprehensive Income
(Loss)
*) Restated

TINJAUAN KEUANGAN
Financial Review
KEUNTUNGAN (KERUGIAN) KOMPREHENSIF COMPREHENSIVE PROFIT (LOSS) FOR THE

TAHUN BERJALAN YEAR
Keuntungan komprehensif tahun berjalan tahun 2019 The comprehensive profit for the year 2019 reached
mencapai USD91,58 juta, meningkat sebesar 135,24% USD91.58 million, an increase of 135.24% compared to
dibandingkan tahun 2018 mengalami kerugian komprehensif that of 2018 which experienced a comprehensive loss of
USD259,88 juta. Peningkatan tersebut karena peningkatan USD259.88 million. The increase was due to the increase
penghasilan komprehensif lain sebesar 374,65% atau in other comprehensive income of 374.65% or USD116.11
USD116,11 juta, terutama berasal dari peningkatan million, which was mainly due to the increase in changes in
perubahan atas nilai wajar lindung nilai arus kas sebesar hedge fair value of cash flow of USD60.08 million.
USD60,08 juta.
Tabel Total Kerugian Komprehensif Tahun Berjalan

Table of Comprehensive Loss for the Year
Pertumbuhan
2019 2018*) 2017 2016 2015
Description (%)
USD %
Laba (Rugi) Tahun Berjalan

6.457.765 (228.889.524) (213.389.678) 9.364.858 77.974.161 (46,35) 235.347.289 102,82
Total Penghasilan (Kerugian)

Komprehensif Lain
85.120.729 (30.991.932) 58.020.948 49.809.176 (6.718.567) N.A 116.112.661 374,65
Total Other Comprehensive Income
(Loss)
Total Keuntungan (Kerugian)

Komprehensif Periode Berjalan
91.578.494 (259.881.456) (155.368.730) 59.174.034 71.255.594 6,47 351.459.950 135,24
Total Comprehensive Profit (Loss) for
The Year
*) Restated
Keuntungan komprehensif yang dapat diatribusikan kepada Comprehensive income attributable to owners of the
pemilik entitas induk tahun 2019 mencapai USD92,64 juta, company in 2019 reached USD92.64 million, an increase
meningkat 135,21% dibandingkan kerugian komprehensif of 135.21% compared to the comprehensive loss attributable
yang dapat diatribusikan kepada pemilik entitas induk tahun to owners of the company in 2018 reaching USD263.13
2018 mencapai USD263,13 juta. Sedangkan kerugian million. While comprehensive loss attributable to non-
komprehensif yang dapat diatribusikan kepada kepetingan controlling interests in 2019 reached USD1.07 million,
non-pengendali tahun 2019 mencapai USD1,07 juta, a decrease of 132.85% compared to the comprehensive
menurun 132,85% dibandingkan keuntungan komprehensif income attributable to non-controlling interests in 2018
yang dapat diatribusikan kepada non-pengendali tahun of USD3.24 million.
2018 mencapai mencapai USD3,24 juta.
Tabel Keuntungan (Kerugian) Komprehensif Yang Dapat Diatribusikan

Tabel of Comprehensive Profit (Loss)
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Laba/(Rugi) Komprehensif yang Dapat

Diatribusikan kepada Pemilik Entitas Induk
92.644.418 (263.125.965) (153.621.663) 59.285.192 70.022.788 7,25 355.770.383 135,21
Comprehensive Profit/(Loss) Attributable
to Owners of The Parent Company
Laba/(Rugi) Komprehensif yang Dapat

Diatribusikan Kepada Kepentingan Non
pengendali (1.065.924) 3.244.509 (1.747.067) (111.158) 1.232.806 N.A (4.310.433) (132,85)
Comprehensive Profit/(Loss)
Attributable to Non-Controlling Interests
Total Keuntungan/(Kerugian)
Komprehensif Periode Berjalan
91.578.494 (259.881.456) (155.368.730) 59.174.034 71.255.594 6,47 351.459.950 135,24
Total Comprehensive Profit/(Loss) for
The Year
*) Restated

TINJAUAN KEUANGAN
Financial Review
LABA /(RUGI) PER SAHAM DASAR/DILUSIAN BASIC/DILUTED EARNINGS/(LOSS) PER SHARE

Laba per saham dasar tahun 2019 mencapai USD0.0003, Basic earnings per share in 2019 reached USD0.0003, an
meningkat 103,02% dibandingkan tahun 2018 mengalami increase of 103.02% compared to 2018, which suffered
rugi per saham dasar sebesar (USD0,0089). Pertumbuhan a loss per share of (USD0.0089). This growth was due to
tersebut karena perbaikan kinerja keuangan positf yang the improvement in positive financial performance of the
dimiliki Perseroan pada tahun 2019. Company in 2019.
Tabel Rugi Per Saham Dasar

Tabel of Loss Basic per Share
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Laba /(Rugi) per Saham Dasar/Dilusian

0,0003 (0,0089) (0,0084) 0,0003 0,0030 (45,03) 0,0092 103,02
Basic/Diluted Earnings/(Loss) Per Share
*) Restated
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CASH

FLOWS
Tabel Arus Kas Konsolidasian

Table of Consolidated Statement of Cash Flows
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Arus Kas dari Aktivitas

Operasi
513.101.286 28.342.981 (55.469.129) 114.712.860 185.996.830 28,88 484.758.305 1,710,33
Net Cash Provided from
Operating Activities
Kas Bersih Digunakan untuk

Aktivitas Investasi
(317.434.055) (300.227.092) (382.428.837) (314.271.708) (206.549.980) 11,34 (17.206.963) (5,73)
Net Cash Used in Investing
Activities
Kas Bersih Digunakan Untuk

Aktivitas Pendanaan
(146.735.782) 236.581.707 160.432.501 267.480.911 181.386.979 N.A (383.317.489) (162,02)
Net Cash Used in Financing
Activities
Kenaikan/(Penurunan)
Bersih Kas dan Setara Kas
48.931.449 (35.302.404) (277.465.465) 67.922.063 160.833.829 (25,73) 84.233.853 238,61
Net Increase/(Decrease) of
Cash and Cash Equivalent
Kas dan Setara Kas Awal

Tahun
251.019.140 303.554.154 578.702.739 519.972.655 434.327.498 (12,81) (52.535.014) (17,31)
at Beginning of Year
Pengaruh Perubahan Kurs

Mata Uang Asing
(2.539.575) (17.232.610) 4.480.576 (9.191.979) (75.188.672) (57,13) 14.693.034 85,26
Effect of Foreign Exchange
Rate Changes
Kas dan Setara Kas Akhir

Tahun
297.411.014 251.019.140 303.554.154 578.702.739 519.972.655 (13,04) 46.391.874 18,48
at End of Year
Cerukan
Bank Overdraft
(1.937.839) (2.055.859) (2.163.355) - - - 118.020 5,74
Kas dan Setara Kas

299.348.853 253.074.999 305.717.509 578.702.739 519.972.655 (12,89%) 46.273.854 18,28
*) Restated

TINJAUAN KEUANGAN
Financial Review
Grafik laporan Arus Kas Konsolidasian

Graph of Consolidated Statements of Cash Flows
(dalam jutaan USD) | (in million USD)
513,10
28,34
267,48 236,58
186,00 181,39 160,43
114,71
(55,47)
(206,55) (146,74)
(314,27) (300,23)
(382,43) (317,43)
Arus Kas dari Aktivitas Operasi Arus Kas dari Aktivitas Investasi Arus Kas dari Aktivitas Pendanaan
Cash Flows from Operating Activities Cash Flows from Investing Activities Cash Flows from Financing Activities
2015 2016 2017 2018 2019
ARUS KAS DARI AKTIVITAS OPERASI CASH FLOW FROM OPERATING ACTIVITIES
Kas bersih diperoleh dari aktivitas operasi tahun 2019 Net cash provided by operating activities in 2019 reached
mencapai USD513,10 juta, meningkat 1.710,33% USD513.10 million, an increase of 1,710.33% compared
dibandingkan tahun 2018 yang mencapai USD28,34 juta. to that of 2018 which was USD28.34 million. The increase
Peningkatan tersebut karena meningkatnya penerimaan was due to the increase in receipts from customers of 6.27%
dari pelanggan sebesar 6,27% atau USD271,45 juta dan or USD271.45 million and the increase in interest receipts
meningkatnya penerimaan bunga sebesar 102,26% atau of 102.26% or USD3.78 million.
USD3,78 juta.
Kas Bersih Diperoleh Dari (Digunakan Untuk) Aktivitas Operasi

Net Cash Provided by (Used in) Operating Activities
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Penerimaan Kas dari

Pelanggan
4.598.841.042 4.327.388.678 4.108.864.583 3.868.012.178 3.769.410.803 5,10 271.452.364 6,27
Cash Receipts from
Customers

Pemasok (3.370.278.815) (3.684.239.607) (3.540.737.186) (3.170.901.643) (3.102.317.745) 2,09 313.960.792 8,52
Cash Paid to Suppliers

Karyawan (592.788.033) (492.870.541) (510.589.158) (482.507.564) (405.976.381) 9,93 (99.917.492) (20,27)
Cash Paid to Employees
Kas Dihasilkan dari Operasi

Cash Generated from 635.774.194 150.278.530 57.538.239 214.602.971 261.116.677 24,92 485.495.664 323,06
Operations
Pembayaran Beban
Keuangan (127.460.655) (102.680.915) (93.266.467) (84.522.027) (69.855.783) 16,22 (24.779.740) (24,13)
Financial Costs Paid
Penerimaan Bunga
7.473.931 3.695.161 6.196.164 7.180.596 6.597.482 3,17 3.778.770 102,26
Interest Received
Pembayaran Pajak
Penghasilan (2.686.184) (22.949.795) (25.937.065) (22.548.680) (11.861.546) (31,02) 20.263.611 88,30
Income Taxes Paid
Kas Bersih Diperoleh

dari (Digunakan untuk)
Aktivitas Operasi 513.101.286 28.342.981 (55.469.129) 114.712.860 185.996.830 28,88 484.758.305 1.710,33
Net Cash Provided from
(Used in) Operating
Activities
*) Restated

TINJAUAN KEUANGAN
Financial Review
ARUS KAS DARI AKTIVITAS INVESTASI CASH FLOWS FROM INVESTING ACTIVITIES
Kas bersih digunakan untuk aktivitas investasi tahun 2019 Net cash used in investing activities in 2019 reached
mencapai (USD317,43) juta, meningkat sebesar 5,73% (USD317.43) million, an increase of 5.73% compared to
dibandingkan tahun 2018 yang mencapai (USD300,23) that of 2018 which was (USD300.23) million. The increase
juta. Peningkatan tersebut karena meningkatnya perolehan was due to the increase in acquisitions of fixed assets of
aset tetap sebesar USD103,91 juta atau USD152,13 juta USD103.91 or USD152.13 million and the increase in
dan meningkatnya uang muka pembelian pesawat sebesar advance payments for purchase aircrafts by 1,101.66% or
USD34,49 juta. USD34.49 million.
Tabel Kas Bersih Digunakan Untuk Aktivitas Investasi

Table of Net Cash Used in Investing Activities
Pertumbuhan
CAGR Growth
Uraian
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Dana Cadangan Pemeliharaan
Pesawat 154.085.805 101.115.120 43.288.153 29.487.113 9.336.989 101,55 52.970.685 52,39
Receipts of Aircraft
Maintenance Reimbursements
Pengeluaran untuk Dana

Cadangan Pemeliharaan
Pesawat (328.683.597) (362.910.700) (380.483.559) (354.844.553) (315.919.637) 1,00 34.227.103 9,43
Penerimaan Uang Jaminan

23.865.798 12.847.621 15.302.946 39.144.528 20.680.984 3,65 11.018.177 85,76
Receipts of Security Deposit
Pembayaran Uang Jaminan

(6.623.295) (16.710.287) (4.494.259) (17.166.487) (26.363.964) (29,20) 10.086.992 60,36
Payments for Security Deposit
Uang Muka Pembelian

Pesawat
(37.615.507) (3.130.300) (36.993.228) (24.748.673) (70.282.089) (14,47) (34.485.207) (1,101,66)
Advance Payments for
Purchase of Aircrafts
Uang Muka Pembelian
Pesawat 23.431.273 1.000.000 19.976.942 59.111.963 232.788.003 (43,67) 22.431.273 2,243,13
Refund of Advance Payments
for Purchase of Aircraft
Penerimaan Dividen
315.457 633.621 457.237 433.502 10.686.697 (58,55) (318.165) (50,21)
Dividend Received
Hasil Pelepasan Aset Tetap

Proceeds from Disposal of 17.775 16.022 427.949 5.698.791 1.659.360 (67,83) 1.753 10,94
Fixed Assets
Hasil Pelepasan Properti

Investasi
- - - 1.441.498 - N.A - N.A
Proceeds from Disposal of
Perolehan Aset Tetap dan

Uang Muka Perolehan Aset
Tetap
(123.815.315) (16.074.904) (32.046.312) (44.009.550) (55.250.932) 22,35 (103.912.802) (522,11)
Acquisitions of Fixed Assets
and Advance Payments for
Fixed Assets
Pembayaran untuk Aset

Pemeliharaan dan Aset Sewa
Pesawat
(22.412.449) (13.185.676) (7.864.706) (7.490.197) (16.528.215) 7,91 (9.226.773) (69,98)
Maintenance and Aircraft
Leased Asset
Penerimaan dari Aktivitas

Investasi Lainnya
- - - (1.329.643) 2.642.824 (100,00) - N.A
Receipts from Other Investing
Activities
Kas bersih Digunakan untuk

Aktivitas Investasi
(317.434.055) (300.227.092) (382.428.837) (314.271.708) (206.549.980) 11,34 (17.206.963) (5,73)
Net Cash Used in Investing
Activities
*) Restated

TINJAUAN KEUANGAN
Financial Review
ARUS KAS DARI AKTIVITAS PENDANAAN CASH FLOWS FROM FINANCING ACTIVITIES
Kas bersih digunakan untuk aktivitas pendanaan tahun 2019 Net cash used in financing activities in 2019 reached
mencapai (USD146,74) juta, menurun sebesar 162,02% (USD146,74) million, a decrease of 162.02% compared to
dibandingkan tahun 2018 yang mencapai USD236,58 juta. that of 2018 which was USD236.58 million. The decrease
Penurunan tersebut karena berkurangnya penerimaan dari was due to the reduced income from short-term loans
pinjaman jangka pendek dan anjak piutang yang masing- and factoring, each of which decreased by 143.48%
masing berkurang sebesar 143,48% atau USD284,53 juta or USD284.53 million and decreased by 150.28% or
dan berkurang sebesar 150,28% atau USD165,01 juta. USD165.01 million, respectively. In addition, reduced
Selain itu berkurangnya pinjaman efek beragunan sebesar asset-backed securitisation loan amounting to USD149.76
USD149,76 juta juga turut berkontribusi menurunkan arus million also contributed to lower the cash flow from financing
kas dari aktivitas pendanaan. activities.
Tabel Kas Bersih Diperoleh Dari Aktivitas Pendanaan

Table of Net Cash Provided by Financing Activities
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
(Pembayaran)/Penerimaan
– Bersih (86.227.587) 198.305.235 168.995.224 334.829.858 280.660.449 N.A. (284.532.822) (143,48)
(Payment)/Proceeds of
Short-Term Loans - Net
Penerimaan/(Pembayaran)
– Bersih 40.156.346 (18.988.643) (88.938.020) (66.800.008) (598.351.221) N.A. 59.144.989 311,48
Long-Term Loans - Net
Anjak Piutang – Bersih
(55.209.676) 109.798.063 - - - N.A. (165.007.739) (150,28)
Factoring - Net
Pembayaran Utang Obligasi
- (156.237.798) - - 496.280.000 (100,00) 156.237.798 100,00
Payment for Bonds Payable
(Payment)/Proceeds of (25.378.010) 124.378.110 - - - N.A. (149.756.120) (120,40)
Asset-Backed Securitisation
Loans
Pembayaran Liabilitas Sewa
Pembiayaan
(14.281.521) (13.845.355) - - - N.A. (436.166) (3,15)
Payment of Finance Lease
Liabilities
Kenaikan Kas yang Dibatasi
Penggunaannya (5.082.022) (2.543.336) (827.086) (49.615) 3.618.439 N.A. (2.538.686) (99,82)
Increase of Restricted Cash
Penerimaan IPO Saham
Anak Perusahaan
- - 82.350.342 - - N.A. - N.A.
Proceeds from Subsidiaries’
IPO
Pembayaran Pengembalian
dan Pemeliharaan Pesawat
- - - (237.613) (67.483) (100,00) - N.A.
Payment of Aircraft Return
Pembayaran Dividen oleh
Entitas Anak Kepada
Kepentingan Non
Pengendalinya (713.312) (981.917) - - - N.A 268.605 27,36
Dividend Payment by
Subsidiaries to Their Non-
Controlling Interest
Pembayaran untuk Aktivitas
Pendanaan Lainnya
- (3.302.652) (1.147.959) (261.711) (753.205) (100,00) 3.302.652 100,00
Payment in Other Financing
Activities
Kas bersih Digunakan
Untuk Aktivitas Pendanaan
(146.735.782) 236.581.707 160.432.501 267.480.911 181.386.979 N.A (383.317.489) (162,02)
Net Cash Used for Financing
Activities
*) Restated

TINJAUAN KEUANGAN
Financial Review
KEMAMPUAN MEMBAYAR UTANG DAN SOLVENCY AND RECEIVABLES

KOLEKTIBILITAS PIUTANG COLLECTABILITY
KEMAMPUAN MEMBAYAR UTANG SOLVENCY

Kemampuan membayar utang dapat dilihat melalui The ability to pay debts can be seen through the fulfillment
pemenuhan Perseroan dalam memenuhi utang jangka of the Company in meeting its short-term and long-term
pendeknya maupun jangka panjang. Pengukuran kemampuan debts. The ability to pay debts is reflected by measuring
membayar utang menggunakan rasio likuiditas dan rasio the liquidity ratio and solvency ratio.
solvabilitas.
KEMAMPUAN MEMBAYAR UTANG JANGKA ABILITY TO PAY SHORT-TERM DEBTS

PENDEK (LIKUIDITAS) (LIQUIDITY)
Rasio likuiditas mencerminkan kemampuan Perseroan Liquidity ratio reflects the Company’s ability to fulfill its
untuk memenuhi kewajibannya, terutama kewajiban dalam obligations, especially short term liabilities. The Company’s
jangka pendek. Tingkat likuiditas Perseroan dapat dilihat liquidity level can be seen from its cash ratio and current ratio.
dari cash ratio dan current ratio.
Tabel Likuiditas
Table of Liquidity
Pertumbuhan
Uraian
2019 2018*) 2017 2016 2015 CAGR (%) Growth
Cash Ratio (%) 9,36 8,29 15,97 37,01 43,48 22,82 1,08pp
Current Ratio (%) 34,81 35,28 51,34 74,52 84,28 55,70 (0,47pp)
*) Restated
CASH RATIO CASH RATIO

Cash ratio tahun 2019 sebesar 9,36% mengalami Cash ratio in 2019 was 9.36%, an increase of 1.08
peningkatan 1,08 percentage point (pp) dibandingkan percentage points (pp) compared to that of 2018 which
dengan tahun 2018 yang sebesar 8,29%. Hal tersebut was 8.29%. This was due to the increase in cash amount,
karena meningkatnya jumlah kas terutama jumlah kas yang particularly restricted cash, by 891.70% or USD5.08 million.
dibatasi penggunaanya sebesar 891,70% atau USD5,08 The increase was due to the increase in SBLC facilities
juta. Peningkatan tersebut karena meningkatnya fasilitas owned by the Company. Each SBLC issuance has a 30%
SBLC yang dimiliki oleh Perseroan. Setiap penerbitan SBLC of restricted cash. The use of SBLC facilities is part of
memiliki 30% kas dibatasi penggunaannya. Penggunaan the Company’s strategy to improve the liquidity level by
fasilitas SBLC merupakan bagian dari strategi Perseroan utilizing maintenance reserve funds and security deposits
untuk memperbaiki tingkat likuiditas dengan memanfaatkan available at the lessor.
dana cadangan pemeliharaan dan uang jaminan pesawat
yang ada pada lessor.
CURRENT RATIO CURRENT RATIO

Current ratio tahun 2019 sebesar 34,81% mengalami Current ratio in 2019 was 34.81%, a decrease of 0.47 pp
penurunan 0,47pp dibandingkan dengan tahun 2018 compared to that of 2018 which was 35.28%. This was due
yang sebesar 35,28%. Hal tersebut karena meningkatnya to the increase of current liabilities by 6.42% or USD196.44
liabilitas jangka pendek 6,42% atau sebesar USD196,44 million. The largest increase in current liabilities came
juta. Kenaikan liabilitas jangka pendek terbesar berasal dari from related-party trade payables and current maturities
utang usaha pihak berelasi dan pinjaman jangka panjang of long-term loans.
yang jatuh tempo dalam satu tahun.

TINJAUAN KEUANGAN
Financial Review
KEMAMPUAN MEMBAYAR UTANG JANGKA ABILITY TO PAY LONG-TERM DEBTS

PANJANG (SOLVABILITAS) (SOLVENCY)
Rasio Solvabilitas merupakan ukuran untuk menilai Solvency ratio is a measure to assess the Company’s ability
kemampuan Perseroan untuk melunasi seluruh utang to repay all of its debts using all of the Company’s assets
yang dimilikinya menggunakan seluruh aset atau modal or capital. Solvency is measured by using Debt to Equity
Perseroan. Pengukuran solvabilitas menggunakan Debt to Ratio (DER) and Debt to Assets Ratio (DAR).
Equity Ratio (DER) dan Debt to Assets Ratio (DAR).
Tabel Solvabilitas
Table of Solvency
Pertumbuhan
Uraian
2019 2018*) 2017 2016 2015 CAGR (%) Growth
DER (Kali/Times) 2,55 3,04 1,90 1,68 1,43 2,12 (0,49)

DAR (%) 41,25 46,88 45,86 45,33 40,95 44,05 (5,63pp)
*) Restated
DEBT TO EQUITY RATIO (DER) DEBT TO EQUITY RATIO (DER)

DER tahun 2019 sebesar 2,55 kali membaik 0,49 kali DER in 2019 was 2.55 times, an improvement of 0.49
dibandingkan dengan tahun 2018 yang sebesar 3,04 kali. time compared to that of 2018 which was 3.04 times.
Hal tersebut karena penurunan hutang finansial sebesar That was due to the decrease in financial debt of 5.65%
5,65% atau USD110,11 juta terutama berasal dari pinjaman or USD110.11 million, which was mainly due to long-term
jangka panjang dan liabilitas anjak piutang. loans and factoring liabilities.
DEBT TO ASSETS RATIO (DAR) DEBT TO ASSETS RATIO (DAR)

DAR tahun 2019 sebesar 41,25% mengalami penurunan DAR in 2019 was 41.25%, a decrease by 5.63pp compared
5,63pp dibandingkan dengan tahun 2018 yang sebesar to that of 2018, which was 46.88%. This was due to the
46,88%. Hal tersebut karena penurunan hutang finansial decrease in financial debt by 5.65% or USD110.11 million,
sebesar 5,65% atau USD110,11 juta terutama berasal which was mainly came from long-term loans and factoring
dari pinjaman jangka panjang dan liabilitas anjak piutang liabilities while total assets increased by 7.22%.
sedangkan total aset meningkat sebesar 7,22%.
KOLEKTIBILITAS PIUTANG RECEIVABLES COLLECTABILITY

Tingkat kolektibilitas piutang merupakan tingkat Receivables collectability level is the possibility level to
kemungkinan diterimanya kembali dana yang merupakan receive back the funds that are the Company’s right from
hak Perseroan yang berasal dari aktivitas bisnis maupun business activities or funds invested in securities or other
dana yang ditanamkan dalam surat-surat berharga atau investments, or in other words, the Company’s ability to
penanaman lainnya, atau dengan kata lain kemampuan collect receivables (collecting period).
Perseroan dalam menagih piutang (collecting period).
Tabel Rata-Rata Periode Kolektabilitas Piutang

Tabel of Average Receivables Collectability Period
Pertumbuhan
Uraian CAGR
2019 2018*) 2017 2016 2015 Growth
Total Piutang Usaha

348.489.864 409.617.323 229.250.088 191.295.565 121.527.641 30,13 (14,92)
Total Trade Receivables
Total Pendapatan Usaha
4.572.638.083 4.330.441.061 4.177.325.781 3.863.921.565 3.814.989.675 4,63 5,59
Total Operating Revenues
Rata-Rata Kolektibilitas Piutang (Hari)
Average Receivables Collectability 27.82 34,53 20,03 18,07 11,63 22,41 (6,71)
(Days)
*) Restated

TINJAUAN KEUANGAN
Financial Review
Perseroan menghitung rata-rata periode kolektibilitas The Company calculates the average receivables collectability
piutang dengan menggunakan jumlah piutang usaha period by dividing the amount of trade receivables with
dan dibagi dengan pendapatan dikali 365 hari. Periode revenue, then multiply it with 365 days. The average
kolektibilitas rata-rata selama tahun 2019 adalah 27,82 collectability period in 2019 was 27.82 days, a decrease
hari, menurun dibandingkan dengan periode kolektibilitas compared to the average collectability period in 2018 of
rata-rata selama tahun 2018 yang sebesar 34,53 hari. Hal 34.53 days. This was due to the decrease in trade receivables
tersebut karena penurunan piutang usaha sebesar 12,79% by 12.79% or USD36.64 million, the decrease in gross
atau USD36,64 juta, penurunan tagihan bruto pelanggan receivables to customers by 19.89% or USD24.49 million,
sebesar 19,89% atau USD24,49 juta sementara pendapatan while operating revenues increased by 5.59% or USD242.20
usaha meningkat sebesar 5,59% atau USD242,20 juta. million.
KEMAMPUAN MENGHASILKAN LABA PROFITABILITY

Kemampuan Perseroan dalam menghasilkan laba dapat The Company’s ability in generating profit can be measured
diukur dengan menggunakan rasio profitabilitasnya, yaitu by using profitability ratio, which are Operating Profit Margin
melalui Operating Profit Margin (OPM), Net Profit Margin (OPM), Net Profit Margin (NPM), Return on Equity (ROE),
(NPM), Return on Equity (ROE) dan Return on Asset (ROA). and Return on Asset (ROA).
Tabel Kemampuan Menghasilkan Laba

Table of Profitability
Pertumbuhan
Uraian
2019 2018*) 2017 2016 2015 CAGR (%) Growth
Return on Assets (%) 0,14 (5,51) (5,70) 0,25 2,36 (1,69) 5,65
Return on Equity (%) 0,90 (35,77) (23,69) 0,93 8,20 (9,89) 36,67
Operating Profit Margin (%) 3,22 (4,60) (1,82) 2,56 4,42 0,76 7,84
Net Profit Margin (%) 0,14 (5,29) (5,11) 0,24 2,04 (1,59) 5,43
Earning Before Interest, Taxes, Depreciation,
7,19 (0,46) 1,61 6,93 9,05 4,87 7,71
and Amortization (EBITDA) Margin (%)
*) Restated
RETURN ON ASSETS (ROA) RETURN ON ASSETS (ROA)

ROA tahun 2019 sebesar 0,14% mengalami peningkatan ROA in 2019 was 0.14%, an increase compared to that
dibandingkan dengan tahun 2018 yang sebesar (5,51%). of 2018 which was (5.51%). The increase came from
Peningkatan tersebut berasal dari perolehan laba bersih the net profit in 2019 which increased by 102.82% or
tahun 2019 yang meningkat sebesar 102,82% atau USD235.35 million.
USD235,35 juta.
RETURN ON EQUITY (ROE) RETURN ON EQUITY (ROE)

ROE tahun 2019 sebesar 0,90% mengalami peningkatan ROE in 2019 was 0.90%, an increase compared to that
dibandingkan dengan tahun 2018 yang sebesar (35,77%). of 2018 which was (35.77%). This was derived from net
Hal tersebut berasal dari perolehan laba bersih tahun 2019 profit in 2019 which increased by 102.82% to USD6.46
yang meningkat sebesar 102,82% menjadi USD6,46 juta million and equity in 2019 reached USD720.62 million, an
serta ekuitas tahun 2019 mencapai USD720,62 juta, increase of 12.63% compared to that of 2018 which was
meningkat 12,63% dibandingkan tahun 2018 yang USD639.81 million.
mencapai USD639,81 juta.
OPERATING PROFIT MARGIN (OPM) OPERATING PROFIT MARGIN (OPM)

OPM tahun 2019 sebesar 3,22% mengalami peningkatan OPM in 2019 was 3.22%, an increase compared to that
dibandingkan dengan tahun 2018 yang sebesar (4,60%). of 2018 which was (4.60%). This was due to the increase
Hal tersebut karena peningkatan tersebut berasal dari in net profit in 2019 which increased by 102.82% to
perolehan laba bersih tahun 2019 yang meningkat sebesar USD6.46 million.
102,82% menjadi USD6,46 juta.

TINJAUAN KEUANGAN
Financial Review
NET PROFIT MARGIN (NPM) NET PROFIT MARGIN (NPM)

NPM tahun 2019 sebesar 0,14% mengalami peningkatan NPM in 2019 was 0.14%, an increase compared to that
dibandingkan dengan tahun 2018 yang sebesar (5,29%). of 2018 which was (5.29%). This was due to the increase
Hal tersebut karena peningkatan tersebut berasal dari in net profit in 2019 which increased by 102.82% or
perolehan laba bersih tahun 2019 yang meningkat sebesar USD235.35 million.
102,82% atau USD235,35 juta.
EARNING BEFORE INTEREST, TAXES, EARNING BEFORE INTEREST, TAXES,

DEPRECIATION, AND AMORTIZATION DEPRECIATION, AND AMORTIZATION
(EBITDA) MARGIN (EBITDA) MARGIN
EBTIDA Margin tahun 2019 sebesar 7,19% mengalami EBTIDA Margin in 2019 was 7.19%, an increase compared to
peningkatan dibandingkan dengan tahun 2018 yang that of 2018 which was (0.46%). This was due to the increase
sebesar (0,46%). Hal tersebut karena Hal tersebut karena in operating profit by 173.84% in 2019 to USD147.01
peningkatan laba usaha sebesar 173,84% di tahun 2019 million.
menjadi USD147,01 juta.
STRUKTUR MODAL CAPITAL STRUCTURE
RINCIAN STRUKTUR MODAL DETAILS ON CAPITAL STRUCTURE

Rincian struktur modal Perseroan disajikan sebagai berikut. Details of the Company’s capital structure are shown as
follows
Tabel Rincian Struktur Modal
Table of Details on Capital Structure
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %

984.853.063 1.047.132.765 868.378.784 698.011.118 361.254.270 28,50 (62.279.702) (5,95)
Short-Term Loans

54.570.560 109.780.236 - - - N.A (55.209.676) (50,29)
yang Jatuh Tempo dalam Satu
Tahun: N.A - N.A
Current Maturities of Long-
Term Liabilities:
141.779.239 25.536.141 64.001.397 61.696.994 103.936.071 8,07 116.243.098 455,21
Long-Term Loans
52.533.237 66.681.711 13.801.586 22.311.219 15.125.233 36,52 (14.148.474) (21,22)
Utang Obligasi
498.996.741 496.845.180 147.320.207 - - N.A 2.151.561 0,43
Bonds Payable
Asset-Backed Securitisation 25.897.408 24.876.000 - - - N.A 1.021.408 4,11
Loans
- Setelah Dikurangi Bagian
yang Jatuh Tempo dalam Satu
N.A - N.A
Tahun:
Long-Term Liabilities - Net of
Current Maturities
1.597.426 77.536.546 60.355.645 132.418.213 133.022.468 (66,90) (75.939.120) (97,94)
Long-Term Loans
35.340 168.387 66.893.867 138.588.227 106.055.960 (86,49) (133.047) (79,01)
Asset-backed securitisation 77.692.229 99.504.000 - - - N.A (21.811.771) (21,92)
loan
Utang Obligasi
- - 494.707.567 641.041.165 635.947.442 (100,00) - N,A,
Bonds Payable
Jumlah Pinjaman
1.837.955.243 1.948.060.966 1.715.459.053 1.694.066.936 1.355.341.444 7,91 (110.105.723) (5,65)
Total loans
Kas dan Setara Kas
305.000.798 253.644.922 306.918.945 578.702.739 519.972.655 (12,49) 51.355.876 20,25

TINJAUAN KEUANGAN
Financial Review
Tabel Rincian Struktur Modal

Table of Details on Capital Structure
Pertumbuhan
Uraian CAGR Growth
2019 2018*) 2017 2016 2015 2018-2019
Description (%)
USD %
Ekuitas
720.622.891 639.806.556 900.758.857 1.009.897.219 950.723.185 (6,69) 80.816.335 12,63
Equity
Gearing Ratio (Kali)

2,13 2,65 1,50 1,10 0,88 1,65 (0,52)
Gearing Ratio (Times)
Komposisi struktur modal tahun 2019 yang dimiliki Garuda The composition of capital structure in 2019 owned by
Indonesia adalah 83,83% berasal dari liabilitas dan 16,17% Garuda Indonesia was 83.83% derived from liabilities and
berupa ekuitas. Komponen ini tidak berbeda dibanding 16.17% from equity. This component is no different from
struktur modal tahun 2018, yang 84,60% berasal dari the capital structure of 2018, of which 84.60% came from
liabilitas dan 15,40% berupa ekuitas. liabilities and 15.40% was in the form of equity.
KEBIJAKAN MANAJEMEN ATAS STRUKTUR MANAGEMENT POLICY ON CAPITAL

MODAL DAN DASAR PEMILIHAN STRUCTURE AND BASIS OF ITS SELECTION
Perseroan berupaya untuk mencapai struktur modal The Company strives to achieve an optimal capital structure
yang optimal dalam mencapai tujuan usaha, termasuk in achieving its business objectives, including maintaining
mempertahankan rasio modal yang sehat dan peringkat a healthy capital ratio and a strong credit rating, in order to
kredit yang kuat, guna memaksimalkan nilai pemegang maximize shareholders value and business sustainability.
saham dan kelangsungan usahanya.
Struktur modal Perseroan terdiri dari pinjaman, kas dan setara The Company’s capital structure consists of loans, cash and cash
kas dan ekuitas yang terdiri dari modal saham, tambahan modal equivalents, and equity consisting of share capital, additional paid-
disetor, laba ditahan (defisit) dan kepentingan non pengendali in capital, retained earnings (deficit), and non-controlling interests.
Komposisi struktur modal tahun 2019 yang dimiliki oleh The composition of capital structure in 2019 owned by
Perseroan adalah 83,83% berasal dari liabilitas dan 16,17% the Company is 83.83% from liabilities and 16.17% in
berupa ekuitas. Manajemen memiliki tolak ukur rasio the form of equity. The Management has a benchmark of
permodalan yang dihitung menggunakan rasio pinjaman capital ratios calculated using net loan to equity ratio and
bersih terhadap ekuitas dan rasio pinjaman terhadap ekuitas loan to equity ratio of 2.13 times or 2.55 times in 2019.
sebesar 2,13 kali atau 2.55 kali pada tahun 2019.
Batas ukuran tersebut dipilih berdasarkan kebijakan internal The size limit was established based on the Company’s
Perseroan dan persyaratan penting dari para kreditur atas internal policies and important requirements of creditors
fasilitas pinjaman yang diberikan. Untuk menjaga struktur for the loan facilities provided. To maintain a strong
permodalan yang kuat, Manajemen secara berkala melalukan capital structure, the Management periodically reviews
peninjauan ulang terhadap kinerja keuangan Perseroan. Sebagai the Company’s financial performance. As part of this review,
bagian dari tinjauan ini, Manajemen juga mempertimbangkan the Management also considers the financial risk exposures.
eksposur risiko keuangan. Manajemen Perseroan beranggapan The Company’s Management considers that the ratio of
bahwa rasio pinjaman bersih terhadap ekuitas sampai dengan net loans to equity until December 31, 2019, of 2.13 times
31 Desember 2019 sebesar 2,13 kali serta rasio pinjaman and the ratio of loans to equity of 2.55 times are not meet
terhadap ekuitas sebesar 2,55 kali tidak memenuhi minimum the minimum ratio required. The company has sent waiver
rasio yang dipersyaratkan. Sampai dengan tanggal penerbitan letters in relation to the breach of minimum financial ratio
laporan keuangan konsolidasian, Perusahaan belum menerima covenant as required dated December 31, 2019. Up to
surat persetujuan waiver. Perusahaan telah mengirimkan surat the date of the issuance of these consolidated financial
permohonan waiver atas tidak terpenuhinya minimum rasio statements, Company has not yet received waiver approval.
keuangan yang dipersyaratkan pada tanggal 31 Desember Therefore, company’s long term loans was presented as
2019. Sampai dengan tanggal penerbitan laporan keuangan current liabilities.
konsolidasian, Perusahaan belum menerima surat persetujuan
waiver. Oleh karena itu, pinjaman jangka panjang disajikan
sebagai liabilitas jangka pendek.

TINJAUAN KEUANGAN
Financial Review
IKATAN MATERIAL INVESTASI MATERIAL COMMITMENT OF CAPITAL

BARANG MODAL GOODS INVESTMENT
NAMA PIHAK NAME OF PARTIES

Per 31 Desember 2019, Perseroan memiliki ikatan yang As per December 31, 2019, the Company had material
material terkait uang muka pembelian pesawat dari commitments related to advances for aircraft purchases
perusahaan manufaktur The Boeing Company, Airbus, from manufacturing companies of The Boeing Company,
dan Avions de Transport Regional (ATR) untuk pembelian Airbus, and Avions de Transport Regional (ATR) for the
pesawat Boeing Boeing 737 MAX 8, Airbus A330-900neo, purchase of Boeing 737 MAX 8 aircraft, Airbus A330-
Airbus A320-200, Airbus A330-800, ATR 72-600, serta 900neo, Airbus A320-200, Airbus A330-800, ATR 72-600,
mesin pesawat and aircraft engines.
TUJUAN IKATAN COMMITMENT PURPOSE

Perusahaan memiliki total outstanding kontrak pembelian The Company has outstanding aircraft purchase contracts
pesawat dengan tujuan peremajaan armada dan penambahan with the aim of rejuvenating the fleet and adding aircraft.
armada pesawat. Adapun rincian uang muka pembelian Details of advances for purchase of aircrafts are shown below.
pesawat disajikan sebagai berikut.
Tabel Uang Muka Pembelian Pesawat

Table of Advances for Purchase of Aircrafts
Uraian
2019 2018
Description
Saldo Awal
172.007.581 172.590.300
Beginning Balance
Penambahan
14.564.589 3.130.300
Additions
Pengembalian
(3.546.050) (3.713.019)
Deductions
Saldo Akhir
183.026.120 172.007.581
Ending Balance
SUMBER DANA SOURCE OF FUND

Sumber dana yang diharapkan untuk memenuhi ikatan yang The source of funds expected to meet the material
material terkait uang muka pembelian pesawat tersebut commitments related to advances for purchase of aircraft
berasal dari penggunaan kas operasional Perseroan dan comes from the use of the Company’s operational cash and
pembiayaan dengan beberapa instrumen. financing with several instruments.
MATA UANG DAN LANGKAH CURRENCY AND CURRENCY RISK

PERLINDUNGAN RISIKO MATA UANG PROTECTION MEASURES
Mata uang yang menjadi denominasi ikatan material tersebut The currency which becomes the material commitment’s
adalah dolar Amerika Serikat (USD). Manajemen telah denomination is the United States dollar (USD). The
menyiapkan langkah-langkah untuk melindungi risiko Management has prepared measures to protect risks from
dari posisi mata uang terkait dengan melakukan transaksi currency positions related to hedging transactions through
lindung nilai melalui instrumen Cross Currency Swap (CCS) Cross Currency Swap (CCS) and Natural Hedging instruments.
dan Natural Hedging.

TINJAUAN KEUANGAN
Financial Review
INVESTASI BARANG MODAL CAPITAL GOODS INVESTMENT
JENIS DAN NILAI INVESTASI TYPES AND VALUES OF INVESTMENTS

Investasi barang modal yang direalisasi pada tahun 2019 The realized capital goods investment in 2019 was
sebesar USD379,01 juta Adapun rincian terkait nilai investasi USD379.01 million. The details related to the value of
barang modal diuraikan dalam tabel sebagai berikut. capital goods investment are described in the following table.
Tabel Jenis dan Nilai Investasi

Tabel of Types and Values of Investments
Pertumbuhan
Jenis Investasi Barang Modal
2019 2018 2017 2016 2015 CAGR (%) Growth
Type of Capital Goods Investment 2018-2019
Aset Pesawat
345.008.956 134.471.640 88.484.827 56.804.552 73.159.154 47,36 156,57
Aircraft Assets
Pemilikan Langsung
Direct Acquisition
Rangka Pesawat
8.941.335 2.186.932 - - - N.A. 308,85
Airframes
Mesin
25.697.227 25.000.744 27.775.479 3.432 24.296.519 1,41 2,79
Engines
Simulator
28.919 54.500 - - 253.044 (41,86) (46,94)
Simulators
Rotable Parts
46.289.496 7.658.374 5.917.184 7.359.150 4.372.406 80,38 504,43
Rotable Parts
Aset Pemeliharaan
Maintenance Assets
Rangka Pesawat
26.419.590 7.436.712 7.287.657 8.150.299 16.232.769 12,95 255,26
Airframes
Mesin
225.007.223 82.939.012 28.064.337 40.545.258 27.497.368 69,13 171,29
Engines
Aset Dalam Penyelesaian
6766121 - 610.671 - - N.A. 0,00
Assets Under Construction
Aset Sewa Pembiayaan
Leased Assets
Rangka Pesawat
- - - - - N.A. 0,00
Airframes
Mesin
3.893.635 7.203.369 1.614.343 746.413 507.048 66,47 (45,95)
Engines
Pengembangan Aset Sewa
1.965.410 1.991.997 17.215.156 - - N.A. (1,33)
Leasehold Improvement
Aset Non Pesawat
34.000.075 18.814.145 60.842.341 113.168.167 33.629.246 2,92 100,52
Non-Aircraft Assets
Pemilikan Langsung
Direct Acquisition
Peralatan
16.997.632 10.511.828 11.914.737 19.556.207 3.557.175 47,85 61,70
Equipment
Perangkat Keras
1.819.242 1.248.676 3.172.759 215.088 230.567 67,60 45,69
Hardware
Kendaraan
1.679.774 934.057 2.837.930 9.843.554 3.432.869 (16,36) 79,84
Vehicles
Mesin
6.829.132 1.298.734 1.351.356 3.530.871 1.700.096 41,57 425,83
Engines
Tanah
- - - 256.071 383.512 (100,00) 0,00
Land
Instalasi
102.133 316.026 460.899 513.622 601.406 (35,81) (67,68)
Installation

TINJAUAN KEUANGAN
Financial Review
Tabel Jenis dan Nilai Investasi

Tabel of Types and Values of Investments
Pertumbuhan
Jenis Investasi Barang Modal
2019 2018 2017 2016 2015 CAGR (%) Growth
Type of Capital Goods Investment 2018-2019
Bangunan Dan Prasarana

2.375.981 723.376 1.651.551 2.601.938 4.258.598 (13,57) 228,46
Buildings and Infrastructure
Aset Dalam Penyelesaian
3.598.415 2.917.633 7.432.018 17.287.967 2.917.633 5,38 23,33
Assets Under Construction
Pengembangan Aset Sewa
Leasehold Improvement
Kendaraan
- - 31.810.326 59.232.171 15.582.327 (100,00) 0,00
Vehicles
Mesin
- - - - 20.729 (100,00) 0,00
Engines
Bangunan
597.766 863.815 210.765 130.678 944.334 (10,80) (30,80)
Buildings
Jumlah
379.009.031 153.285.785 149.327.168 169.972.719 106.788.400 36,01 147,26
Total
TUJUAN INVESTASI BARANG MODAL OBJECTIVE OF CAPITAL GOODS

INVESTMENT
Investasi barang modal tersebut ditujukan untuk mendukung Capital goods investment aims to support the Company’s
kegiatan operasional Perseroan. operational activities.
INFORMASI MATERIAL MENGENAI MATERIAL INFORMATION ON

INVESTASI, EKSPANSI, DILUSI, INVESTMENT, EXPANSION, DILUTION,
AKUISISI, DAN RESTRUKTURISASI ACQUISITION, AND DEBT AND CAPITAL
HUTANG DAN MODAL RESTRUCTURING
INVESTASI INVESTMENT
Sampai dengan akhir tahun 2019, Perseroan tidak melakukan Until the end of 2019, the Company did not conduct
kegiatan investasi. investment activities.
EKSPANSI EXPANSION
kegiatan ekspansi. expansion activities.
DILUSI DILUTION
Berdasarkan keputusan rapat pemegang saham PT Based on the meeting resolutions of shareholders of PT
Gapura Angkasa (GA) tanggal 13 November 2019 yang Gapura Angkasa (GA) on November 13, 2019, which was
diaktakan dengan Akta Notaris Jimmy Tanal No. 105 notarized by Notary Deed of Jimmy Tanal No. 105 dated
tanggal 18 November 2019, notaris di Jakarta, pemegang November 18, 2019, a Notary in Jakarta, GA shareholders
saham GA menyetujui penerbitan saham baru GA yang approved the issuance of new GA shares which were all taken
seluruhnya diambil oleh PT Angkasa Pura II (Persero), entitas by PT Angkasa Pura II (Persero), an entity under common
sepengendali. Perubahan susunan pemegang saham ini control. This change in the composition of shareholders was
telah disahkan oleh Menteri Hukum dan Hak Asasi Manusia approved by the Minister of Law and Human Rights of the
Republik Indonesia pada tanggal 21 November 2019. Republic of Indonesia on November 21, 2019. As a result
Sebagai hasil dari transaksi di atas. saham Perusahaan di of the above transaction, the Company’s shares in GA were
GA terdilusi menjadi 45,62% dan Perusahaan kehilangan diluted to 45.62% and the Company lost control of GA.
pengendalian atas GA. GA tidak dikonsolidasi sejak tanggal GA is no longer consolidated since the divestment date.
berhentinya pengendalian.

TINJAUAN KEUANGAN
Financial Review
AKUISISI ACQUISITION
kegiatan akuisisi. acquisition activities.
RESTRUKTURISASI HUTANG DAN MODAL DEBT AND CAPITAL RESTRUCTURING

Sampai dengan akhir tahun 2019, Perseroan tidak melakukan Until the end of 2019, the Company did not conduct any
transaksi restrukturisasi utang dan/atau restrukturisasi debt and/or capital restructuring transactions.
modal.
KONTINJENSI CONTINGENCIES
Uraian kontinjensi disajikan sebagai berikut: Details of the contingencies are as follows.
1. Australian Competition and Commerce Commission 1. Australian Competition and Commerce Commission
(ACCC) (ACCC)
Pada tanggal 17 Desember 2007, Perusahaan telah On December 17, 2007, the Company received a Notice
menerima Notice to Furnish Information and Produce to Furnish Information and Produce Document from the
Document dari Australian Competition and Commerce Australian Competition and Commerce Commission
Commission (ACCC) terkait dugaan kartel bersama (ACCC) related to the alleged cartels with other
maskapai penerbangan internasional lain dalam international airlines in establishing the price of Fuel
penetapan harga Fuel Surcharge Kargo. Proses hukum Surcharge Cargo. The legal process of this case is in the
kasus ini di Pengadilan Federal New South Wales, Federal Court of New South Wales, Australia, began
Australia, dimulai sejak tanggal 22 Oktober 2012. on October 22, 2012.
Pada 14 Juni 2017, Pengadilan Tinggi Australia On June 14, 2017, the Australian High Court ruled in
menjatuhkan putusan yang mengabulkan gugatan ACCC, favor of the ACCC lawsuit, therefore, the Company and
sehingga Perusahaan dan Air New Zealand dinyatakan Air New Zealand were found guilty of alleged cartels
bersalah atas dugaan kartel yang dilakukan bersama carried out together with other airlines. On May 30,
dengan maskapai lain. Pada tanggal 30 Mei 2019, 2019, a decision on the fine amount from the Australian
putusan mengenai jumlah denda dari Pengadilan Federal Federal Court was decided at AUD19,000,000.
Australia telah diputuskan sebesar AUD 19.000.000.
Pada tanggal 26 Juni 2019, Pengacara Perusahaan On June 26, 2019, the Company’s Lawyer filed an
telah mengajukan banding atas denda sesuai Putusan appeal against the fine in accordance with the Decision
Federal Court of Australia tersebut dan saat ini terdapat of the Federal Court of Australia and currently, there
permintaan dari ACCC untuk melaksanakan isi putusan is a request from ACCC to execute the decision even
tersebut walaupun Perusahaan telah mengajukan though the Company has submitted an appeal and
banding dan mengajukan penundaan eksekusi submitted a postponement of the execution of the
putusan. Perusahaan juga telah berkoordinasi dengan decision. The Company has also coordinated with the
Kementerian Luar Negeri RI dalam penanganan perkara Indonesian Ministry of Foreign Affairs in handling this
ini. Sehubungan dengan banding yang diajukan, case. In connection with the appeal, the Management
manajemen telah mencatat provisi sebesar AUD has recorded a provision of AUD2,500,000 which
2.500.000 yang merepresentasikan eksposur aset represents the exposure of assets owned by the
yang dimiliki perusahaan di Australia. Company in Australia.
Pada 26 September 2019 ACCC mengajukan stay On September 26, 2019, ACCC submitted a stay of
of appeal ke Federal Court atas upaya banding yang appeal to the Federal Court for the appeal submitted
telah diajukan oleh Garuda pada tanggal 26 Juni 2019 by Garuda on June 26, 2019, and on March 2, 2020, a
dan pada tanggal 2 Maret 2020 telah berlangsung hearing was held regarding the stay of appeal referred to
persidangan terkait stay of appeal dimaksud oleh by the court. Until the issuance date of the consolidated
pengadilan. Sampai dengan tanggal penerbitan laporan financial statements, the Company has not yet received
keuangan konsolidasian, perusahaan belum menerima the appeal decision.
keputusan hasil banding.

TINJAUAN KEUANGAN
Financial Review
2. H. Eddy Sofyan 2. H. Eddy Sofyan

Pada 11 April 2016, AWS menjadi pihak yang menerima On April 11, 2016, AWS became the Defendant for
gugatan (Tergugat) atas perbuatan melawan hukum unlawful actions filed by Mr. Eddy Sofyan (Plaintiff)
yang diajukan oleh Bapak Eddy Sofyan (Penggugat) related to the submission of rights and use of land
terkait pengajuan hak dan penggunaan tanah yang located in Belitung. The land certificate is owned by
berlokasi di Belitung. Sertifikat atas tanah dimiliki BIP, a subsidiary of AWS. On March 23, 2018, BIP as
oleh BIP, salah satu entitas anak AWS. Pada 23 Maret Defendant won the case in the Supreme Court. On
2018, BIP sebagai Tergugat telah memenangkan kasus November 25, 2019, the Plaintiff submitted a judicial
ini di Mahkamah Agung. Pada 25 November 2019, review to the Supreme Court. The Management believes
Penggugat telah mengajukan peninjauan kembali that the judicial review is baseless and the Company is
ke Mahkamah Agung. Manajemen berkeyakinan in a strong position to win this litigation case.
bahwa peninjauan kembali tersebut tidak berdasar
dan Perusahaan memiliki posisi yang kuat untuk
memenangkan kasus litigasi ini.
Sampai dengan tanggal penerbitan laporan keuangan Until the issuance date of the consolidated financial
konsolidasian, hasil sidang dari Mahkamah Agung statements, the results of the hearing from the Supreme
masih belum diketahui. Manajemen berkeyakinan Court are still unknown. The Management believes
tidak perlu adanya provisi terkait hal ini. there is no need for provisions related to this.
3. Rolls Royce PLC dan Rolls Royce Total Care Services 3. Rolls Royce PLC and Rolls Royce Total Care Services
Limited Limited
Pada tanggal 12 September 2018, Perusahaan On September 12, 2018, the Company filed a civil
mengajukan gugatan perdata kepada Rolls Royce suit against Rolls Royce PLC and Rolls Royce Total
PLC dan Rolls Royce Total Care Services Limited untuk Care Services Limited to cancel the aircraft engine
membatalkan perjanjian perawatan mesin pesawat maintenance agreement between the Company and the
antara Perusahaan dan para tergugat terkait dengan defendants in relation to the UK Court’s Decision No.
Putusan Pengadilan Inggris No.U20170036 yang U20170036 which proves the defendants committed
membuktikan para tergugat melakukan perbuatan fraudulent acts related to the agreement. At present,
curang terkait dengan perjanjian. Saat ini kasus tersebut the case is being processed by Central Jakarta District
dalam proses di Pengadilan Negeri Jakarta Pusat. Court.
PENCAPAIAN TARGET DAN TARGET KE TARGET ACHIEVEMENT AND FUTURE

DEPAN TARGETS
PENCAPAIAN TARGET TARGET ACHIEVEMENT

Realisasi rencana bisnis periode 2019 disajikan dalam bentuk The realization of the 2019 business plan is presented in
perbandingan target dan pencapaian kinerja keuangan the form of a comparison of targets and achievement of
Garuda Indonesia Desember 2019. Perbandingan target Garuda Indonesia’s financial performance in December 2019.
dan realisasi meliputi perbandingan target dan realisasi Comparison of target and realization includes comparison of
keuangan dan produksi/operasional, pemasaran, dan target and realization of finance and production/operations,
pengembangan Sumber Daya Manusia (SDM). marketing, and development of Human Resources (HR).
PERBANDINGAN TARGET DAN REALISASI COMPARISON OF TARGET AND REALIZATION

KEUANGAN DAN PRODUKSI/OPERASIONAL OF FINANCE AND PRODUCTION/OPERATIONS
Perbandingan target dan realisasi keuangan dan produksi Comparison of target and realization of finance and
disajikan sebagai berikut. production is presented as follows.

TINJAUAN KEUANGAN
Financial Review
Tabel Perbandingan Target dan Realisasi Keuangan dan Produksi/Operasional

Table of Comparison of Target and Realization of Finance and Production/Operations
Grup GA Budget 2019 Realisasi 2019 Pencapaian
GA Group 2019 Budget 2019 Actual Achievement
(1) (2) (3) (4)=3/2*100%

Finansial (Juta USD)
Financial (Million USD)
Pendapatan Usaha
5.812,87 4.572,64 78,66
Operating Revenue
13,88 6,46 46,53
Operasional
Operations
ASK (milIar)
71,04 57,07 80,33
ASK (billion)
Jumlah Penumpang (juta)
40,50 31,89 78,76
Total Passengers (million)
Yield (USc)
7,90 7,97 100,89
Yield (US cent)
CASK (USc)
6,80 6,42 94,41
CASK (US cent)
Harga Bahan Bakar (US cent/liter)
70,00 59,93 85,62
Fuel price (US cent/liter)
Jumlah Kargo (Kton)
473,31 335,76 70,94
Total Cargo (kilo tons)
Pada tahun 2019, pendapatan usaha mencapai target In 2019, operating revenues reached the target of 78.66%
sebesar 78,66% yang berada di bawah target karena which was below the target because the Company made
Perseroan melakukan penyesuaian kapasitas produksi saat adjustments to production capacity while the number of
jumlah penumpang mengalami penurunan atas dampak passengers decreased due to the impact of tariff adjustments.
penyesuaian tarif. Demikian pula dengan laba rugi mencapai Similarly, the profit and loss reached 46.53% below the
46,53% di bawah target karena adanya beberapa transaksi target due to some extraordinary transactions such as the
luar biasa seperti penyesuaian piutang pendapatan dari KSO adjustment of revenue receivables from KSO Sriwijaya
Sriwijaya dan beberapa penyesuaian di anak usaha Perseroan and some adjustments in the Company’s subsidiaries that
yang terjadi pada kuartal IV tahun 2019. Sedangkan untuk occurred in the fourth quarter of 2019. Whereas for Available
Available Seat Kilometers (ASK) dan Passenger carried Seat Kilometers (ASK) and Passenger carried respectively
masing-masing mencapai 80.33% dan 78,76% dikarenakan reached 80.33% and 78.76% because the Company made
Perseroan melakukan penyesuaian kapasitas produksi saat adjustments to production capacity while the number of
jumlah penumpang mengalami penurunan atas dampak passengers decreased due to the impact of tariff adjustments.
penyesuaian tarif.
Meskipun demikian Passenger yield berhasil melampaui Nevertheless, Passenger yield successfully exceeded the
target yang mencapai 100,89% dikarenakan adanya target which reached 100.89% due to the adjustment of
penyesuaian tarif tiket penumpang. Unit Cost (CASK) passenger ticket rates. Unit Cost (CASK) was 94.41%,
sedikit berada di bawah target yang mencapai 94,41% slightly below the target, because the Company adjusted
karena Perseroan penyesuaian kapasitas produksi sehingga its production capacity in order to reduce fuel consumption
menurunkan konsumsi bahan bakar saat harga bahan bakar while the price of aircraft fuel per liter decreased by 0.84%
pesawat per liter mengalami penurunan sebesar 0,84% di in 2019. For Cargo carried, it reached the target of 70.94%
tahun 2019. Untuk Cargo carried mencapai target 70,94% because the Company adjusted the production capacity of
karena Perseroan melakukan penyesuaian kapasitas produksi flights, thus, cargo capacity decreased.
penerbangan sehingga kapasitas kargo berkurang.

TINJAUAN KEUANGAN
Financial Review

PEMASARAN OF MARKETING
Rencana pengembangan produk yang direalisasikan dalam The product development plan that would be realized in
tahun 2019 tersaji dalam tabel di bawah ini. 2019 is presented in the table below.
Tabel Pengembangan Produk Tahun 2019

Table of Product Development in 2019
Nama Produk Uraian Keterangan
Name of Product Description Remark
(1) (2) (3)

Signature Dish Indonesia Merupakan menyuguhkan menu makanan khusus khas Indonesia bagi para penumpang pada periode Terealisasi
Indonesian Signature Dish yang sudah ditentukan. Realized
This is a special Indonesian menu for passengers in a predetermined period.
#GIACCOUSTIC Merupakan rangkaian aktivasi yang diberikan bagi penumpang pada penerbangan khusus, untuk Terealisasi
memberikan hiburan tambahan. Realized
This is a series of activities given to passengers on special flights, to provide additional entertainment.
Ekspedisi Tangkahan Merupakan program CSR Garuda Indonesia dalam bentuk sumbangan buku bagi teman-teman yang Terealisasi
Tangkahan Expedition berada di Tangkahan, Sumatra Utara. Realized
This is a Garuda Indonesia CSR program in the form of book donations for our friends in Tangkahan, North
Sumatra.
WiFi on board Memberikan fasilitas tambahan bagi penumpang agar tetap bisa tersambung dengan internet selama Terealisasi
dalam penerbangan. Realized
This provides additional facilities for passengers to stay connected to the internet while in flight.
Al-Quaran on Board Pada bulan puasa, Garuda Indonesia memberi fasilitas tambahan bagi penumpang yang sedang Terealisasi
menjalankan ibadah puasa dengan menyediakan Al-Quran yang dapat digunakan pada saat Realized
penerbangan.
During the fasting month, Garuda Indonesia provides additional facilities for passengers who are fasting
by providing Al-Quran that can be used during flights.
Kebaya Pertiwi dan Puspa Sebagai salah satu bentuk pelestarian budaya Indonesia dengan membawa budaya Indonesia ke dalam Terealisasi
Nusantara (seragam tematik) penerbangan Garuda Indonesia dalam bentuk desain seragam cabin crew menggunakan tenun dan Realized
Kebaya Pertiwi and Puspa kebaya.
Nusantara (thematic uniforms) As a form of preservation of Indonesian culture by bringing Indonesian culture into Garuda Indonesia
flights in the form of a cabin crew uniform design using weaving and kebaya.
CEO Serving on Board CEO ikut serta dalam penerbangan dan memberikan layanan spesial bagi penumpang di penerbangan Terealisasi
tertentu dalam rangka hari Pelanggan. Realized
The CEO participates in flights and provides special services for passengers on certain flights within the
Customer's day.
#pulangnyaman Dalam rangka menyambut Hari Raya Idul Fitri 2019, salah satu yang menjadi rutinitas dan budaya dari Terealisasi
masyarakat di Indonesia adalah mudik/pulang kampung. Garuda Indonesia menampilkan video yang Realized
menunjukkan kemudahan untuk terbang dan mudik bersama Garuda Indonesia dimulai dari layanan Pre
Journey sampai dengan Post Journey.
In order to welcome the 2019 Eid Al-Fitr, one of the routines and cultures of the people in Indonesia is
going/returning to hometown. Garuda Indonesia displays a video that shows the ease of flying and going
home with Garuda Indonesia starting from Pre Journey to Post Journey services.
Great Experience with neo | Penambahan armada untuk meningkatkan layanan serta konektivitas destinasi-destinasi Garuda Terealisasi
Airbus a330-900neo Indonesia untuk memenuhi permintaan baik domestik maupun international. Realized
The addition of fleet to improve services and connectivity of Garuda Indonesia destinations to meet both
domestic and international demand.

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PENGEMBANGAN SDM OF HR DEVELOPMENT
Perbandingan target dan realisasi pemenuhan SDM sampai Comparison of target and realization of HR fulfillment until
dengan akhir tahun 2019 adalah sebagai berikut. the end of 2019 is as follows.
Tabel Kekuatan Pegawai

Table of Employee Strength
(dalam orang) | (in persons)
Profesi Realisasi Pencapaian

RKAP
Profession Realization Achievement
(1) (2) (3) (4) = (3)/(2)*100%

Penerbang
1.352 1.285 95,04
Pilot
Awak Kabin
3.862 3.467 89,77
Cabin Crew
Teknik
124 125 100,81
Maintenance
Niaga
765 737 96,34
Commercial
Airport Handling
695 474 68,20
Airport Handling
Administrasi dan Umum - Pegawai
1.580 1.640 103,80
General and Administrative - Employee
Administrasi dan Umum - Direksi
General and Administrative - Board of 7 N.A
Directors
Total
8.378 7.735 92,33
Total
Siswa Management Trainee
30 101 84,17
Management Trainee Students
Siswa Pilot
120 2 3,45
Pilot Students
Siswa Cabin
58 7.838 91,29
Cabin Students
Total (Dengan Siswa)
8.586 1.285 95,04
Total (With Students)
Pencapaian realisasi kekuatan pegawai total (dengan siswa) Achievement of the realization of total employee activities
mencapai 91,29% sedikit berada di bawah target dengan (with students) reaching 91.29% was slightly below the
realisasi tahun 2019 sebesar 7.838 orang. Hal ini antara target with the realization in 2019 of 7,838 people. This
lain dipengaruhi oleh: was done, among others, by:
1. Perubahan kualifikasi, proses seleksi dan skema 1. Changing the qualifications, selection process, and
remunerasi pada saat proses rekrutmen berjalan yang remuneration scheme when the recruitment process
memerlukan approval terlebih dulu. Terdapat 15 (lima is running that requires prior approval. There were 15
belas) kandidat yang berhasil lolos sampai tahap akhir, candidates who made it through to the final stage,
namun untuk saat ini kebijakan manajemen adalah but for now the Management policy is to delay the
untuk menunda proses hiring terlebih dulu. hiring process first.
2. Jumlah rekrutmen calon siswa pilot tahun 2019 adalah 2. The number of recruitment of prospective pilot students
134 orang, menyesuaikan dengan kapasitas training in 2019 was 134 people, adjusting to the training
di Garuda Indonesia Training Center (GITC) yaitu capacity at Garuda Indonesia Training Center (GITC),
sebanyak 4 (empat) kelas dalam setahun, maka calon which is as many as 4 classes in a year, therefore, the
siswa pilot yang menandatangani kontrak dengan prospective pilot students who sign contracts with
Garuda Indonesia adalah 101 orang. GA were 101 people.

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3. Kebijakan manajemen untuk melakukan optimalisasi 3. The Management policy is to optimize Cabin Crew
produktivitas awak kabin, sehingga hanya terdapat productivity, therefore, there were only 19 additional
penambahan 19 orang siswa awak kabin yang pada Cabin Crew Students who at the end of 2019 changed
akhir 2019 telah berubah status menjadi awak kabin status to Cabin Crew and 2 persons are still Cabin
dan tersisa 2 (dua) orang yang masih berstatus siswa Crew Students.
awak kabin.
Adapun pelatihan yang dikoordinasikan oleh unit Human The trainings, coordinated by the Human Capital
Capital Management adalah sebagai berikut: Management unit, are as follows:
1. Financial Master Program 1. Financial Master Program
Training yang dilakukan sebagai bagian dari program Training that is held as part of the development program
pengembangan untuk persiapan suksesi Chief Financial to prepare the succession of Chief Financial Officer
Officer (CFO) Garuda Indonesia Group. (CFO) of Garuda Indonesia Group.
2. Service Excellence Training 2. Service Excellence Training
Training yang dilakukan bagi unit yang memiliki Training that is conducted for units that have internal
internal customer (pegawai) yang bertujuan untuk customers (employees), aiming at improving services
meningkatkan pelayanan bagi internal customer for internal customers (employees).
(pegawai).
3. Improving Global Leaders Competencies - Journey 3. Improving Global Leaders Competencies - Journey of
of Global Leaders Global Leaders
4. Training yang dilakukan dalam rangka pengembangan 4. Training that is held in the framework of global
kompetensi global bagi Leaders di Garuda Indonesia competence development for Leaders in Garuda
Group. Indonesia Group.
TARGET KE DEPAN (PROYEKSI) FUTURE TARGETS (PROJECTIONS)
ASUMSI DALAM MENYUSUN PROYEKSI ASSUMPTIONS IN PREPARING PROJECTIONS

Manajemen Perseroan telah menyusun rencana untuk tahun The Company’s Management has compiled the plan for
2020 dengan mempertimbangkan kondisi ekonomi saat ini 2020 by considering the current economic conditions and
dan proyeksi perekonomian. Adapun asumsi yang digunakan economic projections. The assumptions used in preparing
dalam menyusun proyeksi adalah sebagai berikut. the projection are as follows:
GROWTH INDICATOR FINANCIAL INDICATOR INTEREST RATE
3.15%
5.4%
INFLATION RATE
(Proyeksi APBN 3.1%)
Rp
Rp15.000
EXCANGE RATE USD 1 - IDR
SPN RATE 3 MONTH
(Proyeksi APBN 14.000)
5.08%
ECONOMIC GROWTH
USD 73.15/BBL
AVG. CRUDE OIL PRICE
(Proyeksi APBN 365/BBL)
USC 63.60/LITER Rp
8.44%
10.75% Rp
5.21%
8.21%
(Proyeksi APBN 5.3%)
AVG. AVTUR INTO PLANE
LONGTERM LOAN SHORTTERM LOAN
Sumber: Anggaran Pendapatan Belanja Negara 2020, Kementerian Keuangan dan Bloomberg, Recalculated by Garuda Indonesia
Source: State Budget 2020, Ministry of Finance and Bloomberg 2019 Period, Recalculated by Garuda Indonesia
ASUMSI PERTUMBUHAN EKONOMI INDONESIA ASSUMPTIONS OF INDONESIA’S ECONOMIC

TAHUN 2020 GROWTH IN 2020
Asumsi yang digunakan dalam penyusunan RKAP tahun 2020 The assumptions used in preparing the 2020 RKAP are based
didasarkan pertimbangan atas data historis. Pertumbuhan on consideration of historical data. Indonesia’s economic
ekonomi Indonesia yang digunakan dalam RKAP tahun 2020 growth used in the 2020 RKAP is assumed to be 5.08% or
diasumsikan sebesar 5,08% atau lebih rendah dibandingkan lower compared to the basic macroeconomic assumptions
dengan asumsi dasar makro ekonomi yang ditetapkan dalam set in the 2020 APBN of 5.3%. Meanwhile, the inflation rate

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APBN 2020 yang sebesar 5,3%. Sementara itu, tingkat inflasi used as an assumption in the 2020 RKAP is 3.15% which
yang dijadikan asumsi dalam RKAP 2020 adalah sebesar 3,15% is slightly higher than the macroeconomic assumptions in
dimana angka tersebut sedikit lebih tinggi dari asumsi makro the 2020 APBN which is 3.1%.
ekonomi dalam APBN 2020 yang sebesar 3,1%.
ASUMSI HARGA BAHAN BAKAR 2020 ASSUMPTIONS OF FUEL PRICE IN 2020

Biaya terkait bahan bakar memiliki porsi yang tinggi Costs related to fuel have a high portion in the flight cost
dalam struktur biaya penerbangan sehingga pergerakan structure, thus, movement of crude oil prices in the coming
crude oil price di tahun mendatang merupakan salah satu year is one of the main considerations of the production
pertimbangan utama atas strategi produksi yang akan strategy that will be carried out by the Company.
dilakukan oleh Perseroan.
Tabel Crude Oil Price

Table of Crude Oil Price
(Brent. USD/bbl)
Period 2023 2022 2021 2020 2019
Mean 75.17 73.15 74.72 73.12 69.60

High 80.00 80.00 90.00 100.00 74.50
Low 71.50 69.00 65.00 63.75 65.46
Sumber: Dari berbagai sumber seperti Fitch, Banque Nationale de Paris (BNP) Paribas, Robobank dan lainnya (periode analisis tahun 2019)
Source: From various sources such as Fitch, Banque Nationale de Paris (BNP) Paribas, Robobank and others (analysis period 2019)
Dalam RKAP, rata-rata crude oil price sepanjang 2020 In RKAP, the average crude oil price throughout 2020
diasumsikan sebesar USD 73,15/bbl atau lebih tinggi is assumed to be USD73.15/bbl or higher than the
dibandingkan dengan asumsi Pemerintah dalam APBN Government’s assumption in the 2020 APBN of USD 65/
2020 yang sebesar USD 65/bbl. Hal ini didasarkan atas bbl. This is based on historical data consideration and the
pertimbangan data historis dan kemungkinan adanya potensi possibility of a potential reduction in crude oil production
pengurangan produksi minyak mentah oleh negara-negara by OPEC countries and US sanctions against Iran. However,
OPEC serta sanksi Amerika Serikat terhadap Iran. Namun, crude oil production from Non-OPEC countries, especially
produksi minyak mentah yang berasal dari negara-negara the United States is predicted to increase, thus, it is expected
Non-OPEC khususnya Amerika Serikat diprediksi mengalami to help maintain the stability of world oil prices. Based on
peningkatan, sehingga diharapkan dapat membantu menjaga these considerations, the average fuel price into the plane
kestabilan harga minyak dunia. Atas pertimbangan tersebut, for the 2020 RKAP assumption is USc 63.60/liter.
maka diperoleh rata-rata fuel price into plane untuk asumsi
RKAP tahun 2020 adalah sebesar USc 63,60/liter.
ASUMSI SUKU BUNGA DAN EXCHANGE RATE 2020 ASSUMPTIONS OF INTEREST RATE AND EXCHANGE
RATE IN 2020
Berdasarkan pengamatan yang dilakukan oleh Lembaga Based on observations made by the Global Research Institute,
Riset Global yakni Fitch Solutions, Bank Indonesia (BI) Fitch Solutions, Bank Indonesia (BI) has the potential to
berpotensi menurunkan kembali suku bunga acuan sampai reduce the benchmark interest rate again until the end of
dengan akhir tahun 2020 dengan pertimbangan bahwa 2020 with the consideration that the economic growth level
tingkat pertumbuhan ekonomi yang belum mencapai target has not reached the target in 2019 and the inflation rate is
pada tahun 2019 dan laju inflasi yang tergolong “jinak”. classified as “tame”. Thus, the decline in interest rates is
Sehingga, penurunan suku bunga tersebut diharapkan expected to drive Indonesia’s economic growth in 2020.
dapat mendorong pertumbuhan ekonomi Indonesia di In addition, other external factors that can affect interest
tahun 2020. Selain itu, faktor eksternal lainnya yang dapat rates are the potential for the Fed to decrease interest rates
mempengaruhi suku bunga adalah potensi penurunan again in 2020 due to the slowing economic growth in the
kembali suku bunga oleh The Fed di tahun 2020 yang United States.
disebabkan oleh perlambatan pertumbuhan ekonomi
Amerika Serikat.

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Perang dagang antara Amerika Serikat dan Tiongkok yang The ongoing trade war between the United States and China
masih terus berlanjut membuat mata uang USD terus keeps the USD strong. This will certainly have an impact
menguat. Hal ini tentunya akan berdampak pada nilai on Rupiah exchange rate against USD in 2020. Regarding
tukar Rupiah terhadap USD pada tahun 2020. Atas hal such matter, it is projected that the Rupiah depreciation in
tersebut, maka diproyeksikan depresiasi Rupiah di tahun 2020 will be in the range of Rp15,000/USD or lower than
2020 berada di kisaran Rp15.000/USD atau lebih rendah the assumptions used by the Government in the 2020 State
dibandingkan asumsi yang digunakan Pemerintah di APBN Budget, which is Rp14,400/USD.
2020, yaitu sebesar Rp14.400/USD.
Berdasarkan asumsi di atas, Perseroan menyusun proyeksi Based on the assumptions above, the Company prepares
untuk tahun 2020 diuraikan sebagai berikut. projections for 2020 as described below.
PROYEKSI KEUANGAN DAN PRODUKSI PROJECTIONS OF FINANCE AND PRODUCTION

Proyeksi keuangan dan produksi 2020 diharapkan akan Financial projections and production in 2020 are expected
mampu menjadi koridor usaha pencapaian target Perseroan to be able to become the business corridor to achieve
dengan yang telah direncanakan. Adapun proyeksi tersebut the Company’s targets as planned. The projections are
disajikan sebagai berikut: presented below:
Tabel Proyeksi Keuangan dan Produksi/Operasional

Table of Finance and Production/Operations Projections
Grup GA Realisasi 2019 Proyeksi 2020
GA Group 2019 Actual 2020 Projection
(1) (2) (3)

Finansial (USD juta)

Financial (Million USD)
Pendapatan Usaha
4.572,64 5.525,71
Operating Revenue
6,46 39,01
Operasional

Operations
Available Seat Kilometers/ASK (miliar)
57,07 68,07
Available Seat Kilometers/ASK (billion)
Jumlah Penumpang (juta)
31,89 40,09
Total Passengers (million)
Yield (US cent)
7,97 7,97
Yield (US cent)
Cost per Available Seat Kilometers/CASK (US cent) 6,42 6,50
Harga Bahan Bakar (US cent/liter)
59,93 63,60
Fuel Price (US cent/liter)
Jumlah Kargo (kilo ton)
335,76 382,78
Total Cargo (kilo tons)

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PROYEKSI PENGEMBANGAN SDM PROJECTIONS OF HR DEVELOPMENT

Proyeksi pengembangan SDM tahun 2020 disajikan sebagai The 2020 HR development is presented below:
berikut:
Tabel Proyeksi Kekuatan Pegawai

Table of Employee Strength Projection
(dalam orang) | (in persons)
Profesi
RKAP 2020
Profession
(1) (2)
Penerbang
1.346
Pilot
Awak Kabin
2.800
Cabin Crew
Teknik
156
Maintenance
Niaga
878
Commerce
Airport Handling
690
Airport Handling
1.100
Administrasi dan Umum - Direksi
7
General and Administrative - Board of Directors
Administrasi dan Umum - Komisaris
10
General and Administrative - Board of Commissioners
Total
6.987
Total
Siswa Management Trainee
30
Management Trainee Students
Siswa Pilot
130
Pilot Students
Siswa Cabin
0
Cabin Students
Total (Dengan Siswa)
7.147
Total (With Students)
Tabel Rencana Pelatihan Pegawai Berdasarkan Profesi

Table of Employee Strength Projection
Profesi
RKAP 2020
Profession
(1) (2)
Penerbang
1.330
Pilot
Awak Kabin
2735
Cabin Crew
Teknik
100
Engineering
Flight Operation Officer (FOO )
280
Flight Operation Office (FOO)
Cargo Handling
114
Cargo Handling
644

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INFORMASI DAN FAKTA MATERIAL INFORMATION AND MATERIAL FACTS

SETELAH TANGGAL LAPORAN SUBSEQUENT TO ACCOUNTING
AKUNTAN REPORTING DATE
World Health Organization (WHO) pada tanggal 11 Maret The World Health Organization (WHO) on March 11,
2019 menetapkan wabah Corona Virus Disease (COVID-19) 2019, established the Corona Virus Disease (COVID-19)
sebagai pandemik. Pandemik COVID-19 yang berakibat outbreak as a pandemic. The COVID-19 pandemic resulted
masyarakat menghadapi pembatasan perjalanan untuk in people facing travel restrictions for certain flight routes
rute-rute penerbangan tertentu dan menghindari perjalanan and avoiding unnecessary trips. This includes a temporary
yang tidak penting. Hal ini termasuk larangan sementara ban on religious visits to Saudi Arabia.
kunjungan keagamaan ke Arab Saudi.
Manajemen Garuda Indonesia Grup secara aktif memantau The Management of Garuda Indonesia Group actively
situasi di atas dan mengeksplorasi opsi-opsi berikut untuk monitors the above situation and explores the following
mengantisipasi penurunan jumlah penumpang yang options to anticipate a significant reduction in the number
signifikan akibat dari pandemik COVID-19: of passengers due to the COVID-19 pandemic:
1. Penyesuaian kapasitas 1. Capacity adjustment
2. Diskon untuk rute-rute penerbangan tertentu 2. Discounts on certain flight routes
3. Optimalisasi potensi untuk layanan kargo dan charter 3. Optimization of potential for cargo and charter services
4. Koordinasi erat dengan Pemerintah 4. Close coordination with the Government
5. Efisiensi biaya dan negosiasi ulang dengan vendor- 5. Cost efficiency and renegotiation with Group vendors.
vendor Grup.
PROSPEK USAHA BUSINESS PROSPECTS
PROYEKSI MAKRO EKONOMI GLOBAL GLOBAL MACRO ECONOMIC PROJECTIONS

2020 IN 2020
Sebagaimana disampaikan oleh World Bank dalam Global As stated by the World Bank in the Global Economic Prospect
Economic Prospect di bulan Januari 2020, bahwasanya in January 2020, the world economy in 2020 is predicted
perekonomian dunia tahun 2020 diprediksi meningkat to increase slightly from that of 2019 and be in the range of
tipis dari tahun 2019 dan berada pada kisaran angka 2,5%. 2.5%. The International Monetary Fund (IMF) also projects
International Monetary Fund (IMF) juga memproyeksikan 2020 economic growth of 3.5%, as stated in the IMF World
pertumbuhan ekonomi 2020 yakni sebesar 3,5% Economy Outlook in January 2020. Some matters that
sebagaimana tertuang dalam IMF World Economy Outlook are driving the economic growth down among others are
Januari 2020. Beberapa hal yang mendorong pertumbuhan the non-recovering economic growth in emerging market
ekonomi yang masih melambat tersebut diantaranya adalah countries and economic recovery that is not yet strong in
belum pulihnya pertumbuhan ekonomi pada negara-negara developed countries, such as the United States, the European
emerging markets, serta belum cukup kuatnya pemulihan Union, Japan, and China.
perekonomian di negara maju, seperti pada Amerika Serikat,
Uni Eropa, Jepang, dan Tiongkok.
Pada tahun 2020, World Bank memprediksi pertumbuhan In 2020, the World Bank predicts the moderate growth of
moderat Real GDP Dunia di angka 3,2%. Hal ini dikarenakan World Real GDP at 3.2%. This is due to the unpredictable
kebijakan yang tidak dapat diprediksi serta isu-isu ekonomi policies and economic issues such as increasingly
seperti trade war yang semakin intensif. Indonesia tumbuh intensive trade war. Indonesia grows around 5.3%, quite
di kisaran 5,3%, cukup tinggi dibandingkan banyak negara high compared to growth of many developed countries
maju yang mengalami pelemahan pertumbuhan. Di sisi lain, experiencing slowdown. On the other hand, the unavailability
belum tersedianya kebijakan perdagangan yang positif of positive trade policies in large countries such as the
pada negara-negara besar seperti Amerika Serikat dan United States and China, of course, affects the trade volume,
Tiongkok, tentunya mempengaruhi volume perdagangan, investment growth, and global manufacturing level, which
pertumbuhan investasi serta tingkat manufaktur global are projected to decline in the 2020 period.
yang diproyeksikan menurun di periode 2020.

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Sebagai negara perekonomian terbesar di dunia, As the largest economy in the world, economic growth
pertumbuhan ekonomi Amerika Serikat diperkirakan in the United States is estimated to still be slow in 2020.
masih melambat di tahun 2020. IMF memproyeksikan The IMF projects that such country’s economic growth will
pertumbuhan ekonomi negara tersebut akan menurun decline at a rate of 2.0% by 2020. Meanwhile, the World
pada tingkat 2,0% pada tahun 2020. Sementara itu, World Bank also projects that the economic growth of the United
Bank juga memproyeksi pertumbuhan ekonomi Amerika States is at the level of 1.8% in 2020, as an effect of the
Serikat berada pada tingkat 1,8% di tahun 2020, sebagai recent fiscal stimulus, which are recently diminishing.
efek dari stimulus fiskal baru-baru ini semakin berkurang.
Sebagai negara berkembang terbesar, pertumbuhan As the largest developing country, China’s growth has
Tiongkok menurun setelah adanya kombinasi pengetatan declined after a combination of tightened the regulations,
terhadap regulasi yang diperlukan untuk mengendalikan which are necessary to control shadow banking, and increased
shadow banking dan peningkatan ketegangan perdagangan trade tension with the United States. The Chinese economy
dengan Amerika Serikat. Perekonomian Tiongkok itu sendiri itself is overshadowed by the risk of trade protectionism
dibayangi oleh adanya risiko kebijakan perdagangan policies imposed by the United States Government. Based
proteksionisme yang diberlakukan oleh Pemerintah Amerika on data from the Economy Outlook in January 2020, the
Serikat. Berdasarkan data dari Economy Outlook Januari IMF expects China’s economic growth in 2020 to be 5.9%.
2020, IMF memperkirakan pertumbuhan ekonomi Tiongkok The tension of the trade war between America and China
di tahun 2020 sebesar 5,9%. Tensi perang dagang antara is getting worse. This will have an impact on trade volume
Amerika dan Tiongkok yang kian memburuk. Hal ini akan and global investment growth which is projected to be
berdampak pada volume perdagangan dan pertumbuhan slightly stagnant in 2019-2020.
investasi global yang diproyeksi sedikit stagnan di 2019-
2020.
Meskipun demikian, di tengah ketidakpastian prospek Even so, in the middle of the uncertain global economic
ekonomi global tahun 2020, IMF memproyeksikan bahwa outlook for 2020, the IMF projects that emerging market
negara-negara pasar berkembang (emerging markets) di countries in Asia will be able to grow much better. In the
Asia mampu untuk tumbuh jauh lebih baik. Dalam laporan January 2020 World Economic Outlook report, IMF predicts
World Economic Outlook Januari 2020, IMF memprediksi that economic growth in emerging market groups and
pertumbuhan ekonomi kelompok emerging markets dan developing countries will be around 4.8% in 2020.
negara berkembang akan berada pada kisaran 4,8% pada
2020.
Sumber: World Economic Outlook (WEO) International Monetary Fund (IMF), Januari Source: World Economic Outlook (WEO) International Monetary Fund (IMF), January
2020; Global Economic Prospects - Slow Growth Policy Challenges, World Bank, 2020; Global Economic Prospects - Slow Growth Policy Challenges, World Bank,
Januari 2020. January 2020.
PROYEKSI MAKRO EKONOMI INDONESIA INDONESIA’S MACRO ECONOMIC

2020 PROJECTIONS IN 2020
Pada Juni 2019, Kementerian Koordinator Bidang In June 2019, the Coordinating Ministry for Economic
Perekonomian menyiapkan beberapa kebijakan untuk Affairs prepared several policies to improve the Indonesian
perbaikan ekonomi Indonesia. Diantara kebijakan-kebijakan economy. Among these policies are policies related to
tersebut terdapat kebijakan terkait peningkatan ekspor increased exports to improve Indonesia’s trade balance
untuk memperbaiki defisit neraca perdagangan Indonesia deficit and policies related to special economic zones
dan kebijakan terkait kawasan ekonomi khusus (KEK) yaitu (SEZ), which are tax holidays, tax allowance, and tax relief
tax holiday, tax allowance serta keringanan pajak pada PPh on personal income tax for SEZ in the sectors of services,
pribadi untuk KEK di sektor jasa, pendidikan, kesehatan education, health, and creative economy.
dan ekonomi kreatif.
Dalam APBN dan Nota Keuangan 2020, Pemerintah In the State Budget and Financial Note 2020, the Government
menitikberatkan lima hal yang menjadi fokus dalam kebijakan emphasizes five matters that are the focus of policies as an
sebagai upaya menggenjot perekonomian Indonesia di 2020. effort to boost Indonesia’s economy in 2020. The focus of the
Fokus kebijakan tersebut di antaranya adalah penguatan policies includes strengthening the human resources quality,
kualitas SDM, percepatan pembangunan infrastruktur, accelerating infrastructure development, strengthening

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penguatan perlindungan sosial, pemberlakuan desentralisasi social protection, enacting fiscal decentralization in terms
fiskal dari sisi kualitas dan penggunaan APBN sebagai of quality and use of State Budget as an anticipation of the
antisipasi ketidakpastian baik dari global maupun dalam global and domestic uncertainties.
negeri.
Selain itu, dalam APBN 2020 Pemerintah menetapkan In addition, in the 2020 State Budget, the Government
asumsi dasar makro ekonomi Indonesia yang didasarkan sets basic macroeconomic assumptions of Indonesia based
pada proyeksi perekonomian Indonesia yang tetap on the projections of the Indonesian economy that can
dapat melanjutkan momentum positif di tengah risiko continue the positive momentum in the middle of the
ketidakpastian global. uncertain global risks.
Faktor penting lain dari perekonomian adalah pergerakan Another important factor of the economy is the movement
nilai tukar Rupiah terhadap valuta asing. Dari sisi of Rupiah exchange rate against foreign currencies. From
eksternal, pergerakan nilai tukar Rupiah dipengaruhi oleh the external side, movement of Rupiah exchange rate is
ketidakpastian suku bunga acuan The Fed (Fed Fund Rate), influenced by the uncertainty of the Fed’s interest rate (Fed
tensi perdagangan antara Tiongkok dan Amerika Serikat, Fund Rate), trade tension between China and the United
isu geopolitik, dinamika Brexit hingga krisis ekonomi yang States, geopolitical issues, Brexit dynamics, to the economic
terjadi di Turki dan Argentina. Sementara itu, dari sisi crisis that occurred in Turkey and Argentina. Meanwhile, from
internal, pergerakan nilai tukar Rupiah dipengaruhi oleh an internal perspective, movement in Rupiah exchange rate
keseimbangan neraca pembayaran Indonesia baik dari sisi is influenced by the balance of payments in Indonesia, either
transaksi berjalan, maupun transaksi modal dan finansial. in the current account or capital and financial transactions.
Nilai tukar Rupiah terhadap USD di tahun 2014-2019 The exchange rate of Rupiah against USD in 2014-2019
mengalami fluktuasi dikisaran Rp11.878-Rp14.247 per experienced fluctuations in the range of Rp11,878-
1 USD. Pergerakan nilai Rupiah terhadap USD tersebut Rp14,247 per 1 USD. The movement of Rupiah against USD
diperkirakan memberikan kontribusi pada level moderat is expected to contribute to a moderate level in economic
dalam perkembangan ekonomi dan pertumbuhan pasar development and growth of passenger market in 2019. As
penumpang di tahun 2019. Adapun gambaran atas for the description of movement of Rp to USD exchange
pergerakan nilai tukar Rp terhadap USD dari tahun ke rate from year to year, it shows the projected exchange rate
tahun, menunjukkan nilai tukar Rp yang diproyeksi berada of Rp14,000-Rp15,000 in 2020.
di kisaran Rp14.000-Rp15.000 di tahun 2020.
Sementara itu, mempertimbangkan perkembangan terkini Meanwhile, by considering the latest developments in
kondisi ekonomi, outlook, serta prospek ke depannya, maka economic conditions, outlook, and future prospects,
pertumbuhan ekonomi Indonesia tahun 2020 diprediksi Indonesia’s economic growth in 2020 is predicted to slow
masih melambat, dengan tingkat laju pertumbuhan sebesar down, with a growth rate of 5.3%. This is also supported by
5,3%. Hal ini juga didukung oleh fokus Pemerintah pada the Government’s focus on Rupiah stability, low inflation,
stabilitas nilai Rupiah, inflasi yang rendah, defisit fiskal sound fiscal deficit, and safe current account deficit.
yang sehat, serta defisit transaksi yang berjalan aman.
Dalam APBN 2020, asumsi laju inflasi Indonesia adalah In the 2020 State Budget, the assumption of Indonesia’s
sebesar 3,1%. Hal ini didasarkan pada kondisi makro inflation rate is 3.1%. This is based on Indonesia’s
ekonomi Indonesia yang stabil mendorong laju konsumsi stable macroeconomic conditions that drive the pace of
dan pertumbuhan ekonomi di tahun 2020. Pemerintah consumption and economic growth in 2020. The government
juga menilai bahwa di tengah fluktuasi global, fundamental also considers that in the middle of global fluctuations,
ekonomi domestik masih baik ditandai oleh pertumbuhan domestic economic fundamentals are still well, which are
ekonomi yang sehat. marked by healthy economic growth.
Dengan memperhatikan faktor permintaan dan penawaran By considering the demand and supply factors in global
pada pasar global dan risiko geopolitik, Pemerintah markets and geopolitical risks, the Government assumes
mengasumsikan bahwa harga minyak akan berada pada that oil prices will be in the range of USD65/bbl as stated
kisaran USD65/bbl sebagaimana tertuang dalam APBN in the 2020 State Budget.
2020.

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Di sisi lain, potensi pasar penumpang penerbangan juga On the other hand, the potential market for airline passengers
dapat diprediksi dari komposisi jumlah masyarakat kelas can also be predicted from the composition of the number
menengah atau Middle Class and Affluent Consumer (MAC) of Middle Class and Affluent Consumer (MAC) in a country.
di suatu negara. Berdasarkan studi yang dilakukan oleh Ernst Based on a study conducted by Ernst and Young in May
and Young pada Mei 2013, populasi MAC dalam komunitas 2013, MAC population in a country’s community is able to
negara mampu mendorong pertumbuhan ekonomi dan drive economic growth and become a potential source for
menjadi sumber potensi bagi sejumlah pebisnis. Saat ini a number of business people. Currently, the growth of the
pertumbuhan jumlah masyarakat kelas menengah atau MAC middle class or MAC population in Indonesia is happening on
di Indonesia terjadi di Pulau Jawa dan Sumatera, dengan Java and Sumatra islands, with a potential total population
potensi total populasi sebesar 141 juta di tahun 2020. of 141 million by 2020.
Sumber: Anggaran Pendapatan Belanja Negara (APBN) 2020, Kementerian Keuangan Source: State Budget (APBN) 2020, Ministry of Finance of the Republic of Indonesia
Republik Indonesia
ANALISIS ATAS MARKET DAN TRAFIK ANALYSIS ON MARKET AND GLOBAL

GLOBAL TAHUN 2020 TRAFFIC IN 2020
Data market dan traffic penumpang baik domestik maupun Market data and passenger traffic both domestically and
internasional tahun 2020 menunjukkan tren peningkatan. internationally in 2020 shows an increasing trend. In 2020,
Pada 2020, pasar penumpang domestik diproyeksi tumbuh the domestic passenger market is projected to grow by
sebesar 4,3% sementara pasar penumpang internasional 4.3% while the international passenger market is projected
diproyeksikan tumbuh sebesar 6,6% sebagaimana to grow by 6.6%, as shown below.
ditunjukkan dalam berikut ini.
Tabel Proyeksi Pertumbuhan Pasar Domestik dan Internasional 2020-2030

Table of Domestic and International Market Growth Projection 2020-2030
Growth Growth CAGR
Region 2018 2019 2020 2025 2030
2018-2019 2019-2020 2020-2030
DOMESTIC 109.109.271 100.512.919 (7,9%) 104.811.100 4,3% 129.317.953 159.660.630 5,7%

ASA 22.771.991 24.330.202 6,8% 25.998.555 6,9% 30.801.663 36.537.569 4,2%
JPK 2.733.328 2.837.296 3,8% 2.946.141 3,8% 3.244.972 3.581.397 2,4%
CTH 7.385.320 7.51.519 7,7% 8.623.962 8,5% 10.635.293 13.159.019 5,2%
SWP 3.843.878 4.030.935 4,9% 4.227.373 4,9% 4.769.744 5.384.047 2,9%
MEA 4.276.081 4.564.352 6,7% 4.872.348 6,7% 5.753.462 6.796.602 4,1%
EUR 3.192.493 3.466.925 8,6% 3.647.711 5,2% 4.151.759 4.729.738 3,2%
AFR 1.095.435 1.165.629 6,4% 1.240.358 6,4% 1.452.554 1.701.404 3,9%
USA 710.780 745.980 5,0% 783.012 5,0% 885.656 1.002.493 3,0%
SUBTOTAL
46.009.307 49.092.838 6,7% 52.339.459 6,6% 61.695.103 72.892.269 4,0%
INTERNASIONAL
TOTAL 155.199.579 149.605.758 (3,6%) 157.150.599 5,0% 191.013.056 232.552.899 5,1%
Sumber: Kementerian Perhubungan, Badan Pusat Statistik 2019, diolah oleh Sitacode Unit Corporate Planning
Source: Ministry of Transportation, Statistics Indonesia 2019, processed by Corporate Planning Sitacode Unit
Berdasarkan data dari Kementerian Perhubungan yang Based on data from the Ministry of Transportation combined
dikombinasi dengan data dari BPS, pada tahun 2020-2030 with data from Statistics Indonesia (BPS), in 2020-2030 the
pertumbuhan pasar domestik diprediksi sebesar 5,7% domestic market growth is predicted to be 5.7% while the
sedangkan pasar internasional diprediksi sebesar 4,0%. international market is predicted to be 4.0%. The highest
Pertumbuhan pasar periode 2020-2030 tertinggi akan market growth in the period of 2020-2030 will occur in
terjadi pada area layanan Tiongkok, Taiwan dan Hongkong the service areas of China, Taiwan, and Hong Kong (CTH),
(CTH) yaitu sebesar 5,2%. which is 5.2%.

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Selama tahun 2020, berikut adalah beberapa isu penting Throughout 2020, there were a number of important issues
yang dijadikan pertimbangan dalam penyusunan rencana that were taken into consideration in preparing the 2019
kerja dan strategi 2019: work plan and strategy:
1. Program Prioritas Nasional 1. National Priority Program
Akselerasi pembangunan infrastruktur dengan Accelerating infrastructure development by encouraging
mendorong Kementerian/Lembaga agar menggunakan Ministries/Institutions to use creative financing schemes
skema pembiayaan kreatif dan melakukan penguatan and strengthening tourism for 5 (five) Super Priority
pariwisata 5 (lima) Destinasi Super Prioritas (Danau Destinations (Lake Toba, Mandalika, Labuan Bajo,
Toba, Mandalika, Labuan Bajo, Borobudur dan Borobudur, and Likupang). Started in 2016, the
Likupang). Dimulai sejak 2016, Pemerintah melalui Government through the Ministry of Tourism launched
Kementerian Pariwisata mencanangkan program a development program for 10 (ten) New Bali to reach
pengembangan 10 (sepuluh) Bali Baru untuk meraih 20 million foreign tourists in 2019. Currently, the
20 juta wisatawan mancanegara di tahun 2019. Saat Government is targeting to focus on accelerating the
ini, Pemerintah menargetkan untuk memfokuskan development of tourism areas called 5 (five) Super
akselerasi pembangunan wilayah pariwisata yang Priority Destinations, as listed in the Financial Note
disebut dengan 5 (lima) Destinasi Super Prioritas, and 2020 State Budget.
sebagaimana tercantum dalam Nota Keuangan dan
RAPBN 2020.
Danau Toba Mandalika Labuan Bajo Borobudur Likupang
Sumber: Rencana Anggaran Pendapatan Belanja Negara (RAPBN) 2020

Source: State Budget Plan (RAPBN) 2020
Pengembangan 5 (lima) Destinasi Super Prioritas The development of 5 (five) Super Priority Destinations
menjadi potensi yang cukup baik bagi Garuda Indonesia has good potential for Garuda Indonesia to develop its
untuk mengembangkan jaringan penerbangannya. flight network.
2. Kegiatan yang akan dilaksanakan untuk mendukung 2. Activities to be carried out to support the acceleration
akselerasi pertumbuhan Destinasi Super Prioritas of Super Priority Destinations growth include:
tersebut antara lain:
a. Pembangunan Kawasan Pariwisata Strategis a. Development of National Strategic Tourism Area
Nasional (KSPN), fasilitasi event, serta gosite. (KSPN), event facilitation, and gosite.
b. Pembangunan embung dan jaringan air minum. b. Construction of reservoirs and drinking water networks.
c. Pembangunan jalan pelabuhan. c. Construction of port roads.
d. Pembangunan Tempat Pemrosesan Akhir (TPA), d. Construction of Landfills (TPA), Drink Water
Instalasi Pengolah Air Minum (IPAM) Geopark Treatment Plant (IPAM) of Geopark Dermaga.
Dermaga.
e. Pembangunan/rehab pelabuhan danau, runway/ e. Construction/rehabilitation of lake port, runway/
taxiway, bandara. taxiway, airport.
f. Pengembangan dan revitalisasi desa adat. f. Development and revitalization of indigenous villages.
g. Pemberdayaan desa wisata. g. Empowerment of tourist villages.
h. Penyediaan sarana ruang kreatif. h. Provision of creative space facilities.
3. The 2020 Summer Olympics di Tokyo, Jepang 3. The 2020 Summer Olympics in Tokyo, Japan
Pada tanggal 24 Juli – 9 Agustus 2020, Jepang dipercaya On July 24 to August 9, 2020, Japan is entrusted to host
menjadi tuan rumah ajang olah raga internasional the biggest international sporting event in the world,
terbesar di dunia, Olimpiade. Adapun Olimpiade 2020 the Olympics. The 32nd 2020 Olympics are planned
ke-32 tersebut rencana akan dilaksanakan di beberapa to be held in several cities in Japan, including Tokyo,
kota di Jepang, terdiri dari Tokyo, Yokohama, Saitama, Yokohama, Saitama, Sendai, Sapporo, and Kashima. It
Sendai, Sapporo dan Kashima. Dalam acara Olimpiade is predicted that the 2020 Olympics will be attended

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2020, diprediksi akan dihadiri oleh lebih dari 10.000 by more than 10,000 athletes from countries around
atlet dari negara-negara di seluruh dunia. the world.
Untuk mendukung pelaksanaan Olimpiade Tokyo 2020 To support the Tokyo 2020 Olympics, Garuda Indonesia
tersebut, Garuda Indonesia memiliki penerbangan has flights to Tokyo, through the following routes, including
menuju Tokyo, melalui rute-rute berikut antara lain Jakarta - Haneda (CGK-HND vv) using Boeing 777-700 fleet
Jakarta – Haneda (CGK-HND vv) dengan menggunakan with a frequency of seven times per week and Denpasar
armada Boeing 777-700 dan frekuensi tujuh kali per - Narita route (DPS-NRT vv) using Boeing 777-700 fleet
minggu dan rute Denpasar – Narita (DPS-NRT vv) with a frequency of seven times per week.
dengan menggunakan armada Boeing 777-700 dan
frekuensi tujuh kali per minggu.
ANALISIS KEKUATAN GARUDA INDONESIA GARUDA INDONESIA’S STRENGTH

ANALYSIS
Analisis kekuatan yang dimiliki oleh Garuda Indonesia Analysis of Garuda Indonesia’s strengths is described as
diuraikan sebagai berikut: follows:
1. Armada yang Dimiliki Garuda Indonesia 1. Fleet Owned by Garuda Indonesia
Per Desember 2019, total armada yang dimiliki oleh As per December 2019, the total fleet owned by
Garuda Indonesia berjumlah 142 armada, yang terdiri Garuda Indonesia was 142 fleets, consisting of 105
dari 105 pesawat narrow-body dan 37 pesawat wide- narrow-body aircrafts and 37 wide-body aircrafts,
body dengan rata-rata umur pesawat 8 (delapan) with an average age of 8 years. Aside from brand
tahun. Selain dari segi brand dan jumlah armada, and fleet size, Garuda Indonesia also has strengths
Garuda Indonesia juga memiliki kekuatan dari beberapa in several aspects that can be the advantages and
aspek yang dapat menjadi daya juang dan jual Garuda selling point of Garuda Indonesia to provide positive
Indonesia untuk memberikan kinerja yang positif antara performance, among others, related to the Organization
lain terkait dengan Organisasi (Tim Manajemen) dan (Management Team) and IOSA (IATA Operation Safety
IATA Operation Safety Audit (IOSA). Garuda Indonesia Audit). Garuda Indonesia is an airline company that has
merupakan salah satu perusahaan penerbangan yang IOSA certificate and is supported by the best business
memiliki sertifikat IOSA dan didukung dengan system entities airline system in Indonesia. Furthermore,
business entities airline terbaik di Indonesia. Kemudian, cooperation between units is getting better, employees
kerjasama antar unit yang semakin baik, karyawan with qualified capabilities and competencies will bring
dengan kapabilitas dan kompetensi yang mumpuni Garuda Indonesia to achieve the Company goals.
membawa Garuda Indonesia dapat mencapai tujuan
Perseroan.
2. Dukungan Strategic Business Unit (SBU) dan Entitas 2. Support from Strategic Business Unit (SBU) and
Anak Subsidiaries
Dalam menjalankan bisnisnya, Garuda Indonesia In running its business, Garuda Indonesia is supported
didukung oleh SBU dan entitas anak yang terdiri by SBU and its subsidiaries which consist of SBU Loyalty
dari SBU Loyalty and Ancillary Revenue dan Umrah and Ancillary Revenue and Umrah and Hajj, as well as
and Hajj serta entitas anak baik dalam bidang aviasi its subsidiaries in aviation and non-aviation fields. In
maupun non aviasi. Dalam perusahaan bidang aviasi, aviation sector, Garuda Indonesia Group has Garuda
Garuda Indonesia Grup memiliki perusahaan Garuda Indonesia, GMF AeroAsia, and Citilink. In non-aviation
Indonesia, GMF AeroAsia, dan Citilink. Sedangkan sector, Garuda Indonesia Group has Aerowisata, Asyst,
untuk perusahaan bidang non aviasi Garuda Indonesia Sabre Travel Network Indonesia, and Garuda Indonesia
Grup memiliki perusahaan Aerowisata, Asyst, Sabre Holiday France, which cooperate in order to support
Travel Network Indonesia, dan Garuda Indonesia the development of Garuda Indonesia.
Holiday France yang bekerjasama dalam mendukung
pengembangan dari Garuda Indonesia.
3. Brand Image Garuda Indonesia di Domestik 3. Domestic Brand Image of Garuda Indonesia
Sebagai sebuah grup maskapai penerbangan, Garuda As an airline group, Garuda Indonesia has a strong
Indonesia memiliki kekuatan brand yang kuat di pasar brand image in domestic market. Garuda Indonesia
domestik. Garuda Indonesia masih memiliki image yang still has a positive image in its market segment. In
positif di segmen pasarnya. Di tahun 2019, Garuda 2019, Garuda Indonesia was named the best airline

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Indonesia dinobatkan sebagai maskapai penerbangan in Indonesia in “Trip Advisor 2019 Travelers Choice
terbaik di Indonesia versi “Trip Advisor 2019 Travelers Awards” version, organized by Trip Advisor - the
Choice Awards” yang diselenggarakan oleh Trip Advisor world’s leading travel site.
- situs perjalanan terkemuka di dunia.
Selain itu, Garuda Indonesia juga berhasil masuk Furthermore, Garuda Indonesia also made it to the
pada pemeringkatan “The Best Regional Business achieve the rank of “The Best Regional Business Class
Class Asia” dan “Travellers Choice Major Airline Asia” and “Travelers Choice Major Airline Asia”. The
Asia”. Penghargaan tersebut diberikan melalui hasil award was given based on the results of an official
pengumuman resmi oleh Trip Advisor pada 12 April announcement by Trip Advisor on April 12, 2019,
2019 lalu setelah merampungkan survei pemeringkatan after completing a rating survey of the best airlines
maskapai penerbangan terbaik di seluruh dunia. around the world.
Pada tahun 2019, Garuda Indonesia menjadi The In 2019, Garuda Indonesia became The Best on Time
Best on Time Performance (OTP) sebagai five star Performance (OTP) as a five-star airline with an OTP
airline dengan nilai OTP sebesar 91,6% sesuai dengan value of 91.6% in accordance with the official award
penghargaan yang resmi diberikan oleh Official Airline given by the Official Airline Guide Flight View on June
Guide Flight View pada 27 Juni 2019. Selain itu, 27, 2019. Furthermore, Garuda, which is developing
Garuda yang sedang mengembangkan bisnis kargo its cargo business, won the “The Best Cargo Airlines
memperoleh penghargaan “The Best Cargo Airlines for Asia Pacific Sector” and “Finalist of Best Airlines for
for Asia Pacific Sector” dan “Finalist of Best Airlines Europe Sector”, which was awarded by the Indonesia
for Europe Sector” yang dinobatkan oleh Indonesia Cargo Agent Club on August 14, 2019.
Cargo Agent Club pada 14 Agustus 2019.
Penghargaan yang diterima oleh Garuda Indonesia The award received by Garuda Indonesia shows that
menunjukkan bahwa brand Garuda Indonesia terafiliasi Garuda Indonesia brand is closely affiliated with service
dekat dengan atribut-atribut pelayanan terutama attributes, especially on Indonesian hospitality. This
untuk keramah-tamahan khas Indonesia. Citra yang good image can be utilized by Garuda Indonesia Group
baik ini dapat dimanfaatkan oleh Garuda Indonesia to dominate the domestic market through Garuda
Grup untuk mendominasi pasar domestik melalui Indonesia brand.
brand Garuda Indonesia.
4. Kualitas Layanan Cabin Crew Garuda Indonesia 4. Services Quality of Garuda Indonesia’s Cabin Crew
keramahtamahan para cabin crew. Dengan hospitality of the cabin crew. By promoting Indonesian
mengedepankan keramahtamahan khas Indonesia hospitality through the Garuda Indonesia Experience,
melalui Garuda Indonesia Experience, cabin crew Garuda Indonesia’s cabin crew is reflected to be more
Garuda Indonesia tercermin lebih tulus dalam melayani sincere in serving the passengers. This spirit becomes
para penumpangnya. Semangat ini menjadi kekuatan Garuda Indonesia’s strength and excellence. This is
dan keunggulan Garuda Indonesia. Hal ini semakin further evidenced by the World’s Best Cabin Crew
dibuktikan dengan penghargaan World’s Best Cabin award given by Skytrax to Garuda Indonesia airlines
Crew yang diberikan oleh Skytrax untuk maskapai for five years in a row, in 2014, 2015, 2016, 2017,
Garuda Indonesia selama lima tahun berturut-turut, 2018, and received second place in 2019.
yaitu tahun 2014, 2015, 2016, 2017, 2018 serta
5. Peningkatan Performa Market Share di Domestik 5. Performance Improvement of Domestic Market Share
Sampai dengan Desember 2019 market share Garuda Until December 2019, Garuda Indonesia’s domestic
Indonesia di domestik tercatat mengalami peningkatan market share was recorded to have increased compared
dibandingkan periode yang sama di 2018, yaitu sebesar to that of same period in 2018, which was 29.1% or
29,1% atau naik sebanyak 2,1 ppts. Nilai market share an increase of 2.1 ppts. The market share value of
Garuda Indonesia Grup, yaitu Garuda Indonesia dan Garuda Indonesia Group, which is Garuda Indonesia
Citilink, mencapai 43%. Hal ini menjadikan Garuda and Citilink, reached 43%. This makes Garuda Indonesia
Indonesia Grup sebagai maskapai dengan pangsa pasar Group an airline with the largest market share on routes
terbesar pada rute-rute yang diterbangi di Indonesia. flown in Indonesia.

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CARRY OVER BUSINESS OPPORTUNITY CARRY OVER BUSINESS OPPORTUNITY IN

2020 2020
Berdasarkan asumsi yang telah dijabarkan di atas disertai Based on the assumptions outlined above along with the
adanya berbagai peluang, Garuda Indonesia optimis untuk various opportunities, Garuda Indonesia is optimistic that
dapat meningkatkan kinerjanya dalam jangka panjang. it can improve its performance in the long run. In other
Dengan kata lain, Garuda Indonesia memiliki prospek words, Garuda Indonesia has very good business prospects.
usaha yang sangat baik. Garuda Indonesia Grup masih Garuda Indonesia Group will still conduct more businesses
akan melakukan berapa bisnis yang sudah direncanakan that were planned in 2019 and will continue to develop in
pada tahun 2019 dan akan dilanjutkan pengembangannya 2020. Here are some of these businesses:
pada tahun 2020. Berikut adalah beberapa bisnis tersebut:
1. Investasi Pabrik Ban 1. Tire Factory Investment

Ban pesawat memiliki peranan penting di industri Airplane tires have an important role in the aviation
penerbangan selain merupakan salah satu aspek safety industry besides being one of the crucial safety aspects,
yang krusial, ban juga berperan dalam memberikan tires also play a role in providing comfort for passengers
kenyamanan bagi penumpang pada saat taxi, landing during taxiing, landing, and take off. Looking at the
dan take off. Melihat pertumbuhan penerbangan di flight growth in Asia, especially Indonesia, and the
Asia khususnya Indonesia dan jumlah produsen ban limited number of tire manufacturers in Indonesia,
yang masih terbatas di Indonesia, pengembangan this business development has considerable potential
usaha ini memiliki potensi yang cukup besar bukan not only to increase Garuda Indonesia’s revenue, but
hanya untuk menambah pendapatan bagi Garuda also to improve efficiency in terms of meeting Garuda
Indonesia, tetapi juga dapat meningkatkan efisiensi Indonesia Group’s spare parts needs.
dari sisi pemenuhan kebutuhan sparepart Garuda
Indonesia Grup.
Skenario partnership yang akan dijalankan adalah The partnership scenario that will be implemented is
Joint Venture (JV) antara GMF, Batam Aero Technic, Joint Venture (JV) between GMF, Batam Aero Technic,
Dunlop, dan/atau Michelin. Dengan rencana JV efektif Dunlop, and/or Michelin. With an effective JV plan
berjalan di awal tahun 2020 maka produksi ban untuk running in early 2020, tire production for Airbus
tipe pesawat Airbus 330-200 diperkirakan mulai 330-200 aircraft type is estimated to start in 2021
pada tahun 2021 dan kemudian Boeing 737-800 and then for Boeing 737-800 in 2023.
pada tahun 2023.
2. Door to Door Logistic di Aero Wisata Grup (AWS) 2. Door to Door Logistics at Aero Wisata Group (AWS)
Dalam era digitalisasi ini, e-commerce business In this digitalization era, e-commerce business is one
merupakan salah satu bisnis dunia yang sedang of the world’s businesses that is growing rapidly and
bertumbuh pesat dan meningkat tajam, seiring dengan increasing sharply, along with the shift in business
pergeseran proses bisnis dari pengelolaan tradisional process from traditional management (human to human
(human to human interaction/offline marketplace) interaction/offline marketplace) to online marketplace.
menjadi online marketplace. Pendapatan dari segmen Revenue from this business segment is predicted to
bisnis ini diprediksi akan tumbuh 133,5% menjadi grow 133.5% to USD16.5 billion or around Rp219
USD16,5 miliar atau sekitar Rp219 triliun pada 2022 trillion in 2022 from 2017. On the other hand, this
dari posisi 2017. Di sisi lain, pertumbuhan segmen segment growth requires support and readiness from
tersebut membutuhkan dukungan dan kesiapan dari logistical aspect.
aspek logistik.
Untuk dapat mengoptimalkan pemenuhan kebutuhan In order to optimize the fulfillment of the increasingly
pengiriman produk e-commerce yang semakin high e-commerce product delivery needs, Garuda
tinggi, Garuda Indonesia melalui salah satu anak Indonesia through one of its subsidiaries (Aero Wisata
usahanya (Aero Wisata Group/AWS) akan melakukan Group/AWS) will develop door to door logistics business
pengembangan usaha door to door logistics dengan with a system that is integrated with other cargo
sistem yang terintegrasi dengan layanan kargo lainnya. services. This program began in mid-2019 in stages in
Program ini sudah dimulai pada pertengahan tahun 312 cargo outlets available in almost all of Indonesia.
2019 secara bertahap di 312 gerai kargo yang In 2020, it is planned to add cargo outlets to reach
tersedia di hampir seluruh Indonesia. Pada tahun 350 outlets. AWS will also activate outlets that are

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2020, direncanakan untuk menambahkan gerai kargo no longer active and conduct potential partnerships
hingga mencapai 350 gerai. AWS juga akan melakukan to open new outlets. Therefore, the door to door
aktivasi gerai yang sudah tidak aktif serta melakukan strategy in 2020 is targeted to achieve revenue of
partnership potensial untuk pembukaan gerai baru. Rp22.94 billion.
Sehingga strategi door to door pada tahun 2020
ditargetkan untuk mendapat pendapatan sebesar
Rp22,94 miliar.
3. Container Cargo/GIA Box 3. Container Cargo/GIA Box

Mini Unit Load Device (ULD)/kontainer adalah sebuah Mini Unit Load Device (ULD)/container is an innovation
inovasi yang diperuntukan untuk membawa marine intended to bring marine products and valuable goods.
product dan Valuable goods, diharapkan inovasi It is expected that this innovation can minimize the
ini dapat meminimalkan risiko kebocoran marine risk of leakage of marine products that usually use
product yang biasanya menggunakan styrofoam dan Styrofoam and cause corrosion in the fuselage. In
menyebabkan terjadinya korosi di badan pesawat, selain addition to this, the mini ULD is also expected to
itu mini ULD ini juga diharapkan dapat mengurangi reduce potential waste. Implementing mini ULD requires
potensi pendodosan. Penerapan mini ULD memerlukan further development considering that mini ULD to be
pengembangan lebih lanjut mengingat mini ULD yang used is made from environmentally friendly materials
akan digunakan terbuat dari bahan ramah lingkungan and can be recycled.
dan dapat di daur ulang.
Saat ini penggunaan styrofoam bukan hanya merusak Currently, the use of Styrofoam does not only damage
lingkungan namun juga tidak memberikan dampak the environment but also does not have a positive
positif untuk Garuda Indonesia dari segi finansial. impact on Garuda Indonesia in terms of finance.
Dengan mengubah styrofoam menjadi kemasan ramah By changing styrofoam to environmentally friendly
lingkungan diharapkan dapat memberikan tambahan packaging, it is expected that it will provide additional
pendapatan kepada Perseroan sebesar USD100.000 di revenue to the Company of USD100,000 in 2020. This
2020, produk ini launching pada kuartal II tahun 2020. product was launched in the second quarter of 2020.
4. Cargo Village di Cengkareng (CGK) dan Warehouse 4. Cargo Village in Cengkareng (CGK) and Warehouses
di Denpasar (DPS) dan Makassar (UPG) in Denpasar (DPS) and Makassar (UPG)
Peluang bisnis kargo di stasiun domestik terutama Cargo business opportunities at domestic stations,
di CGK dan DPS membutuhkan dukungan dari especially at CGK and DPS, require support from the
fasilitas dan warehouse yang dapat mengakomodir facilities and warehouses that can accommodate the
kebutuhan logistik yang meningkat. Kondisi saat ini increasing logistics needs. The current condition is
Garuda Indonesia hanya memiliki warehouse di CGK that Garuda Indonesia only has a warehouse in CGK
dengan kapasitas yang terbatas sedangkan di DPS with limited capacity while in DPS it uses a third party
menggunakan pihak ketiga sebagai penyedia dan as a provider and manager of warehouse facilities,
pengelola fasilitas warehouse, dimana kondisi tersebut thus, these conditions cannot support the operational
tidak dapat menunjang operational excellence dan excellence and strategies to increase revenue. The
strategi meningkatkan pendapatan. Pembangunan construction of cargo villages in CGK and warehouse
cargo village di CGK dan pengelolaan warehouse di management in DPS and UPG with more modern
DPS dan UPG dengan fasilitas yang lebih modern serta facilities and automated systems can be a solution to
automated system, dapat menjadi solusi mengatasi overcome the problem of limited facilities so that the
permasalahan keterbatasan fasilitas sehingga arus flow of goods is expected to be faster, more efficient,
barang diharapkan dapat lebih cepat, lebih efisien and also optimal in terms of revenue.
dan juga optimal dari sisi pendapatan.

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Cargo Village di CGK akan bekerjasama dengan Cargo Village in CGK will cooperate with Angkasa Pura
Angkasa Pura II, Garuda Indonesia akan mendapatkan II, Garuda Indonesia will get an area of 75% of the total
area dengan luas 75% dari total luas area Terminal area of Terminal 1 line (122,800 m2). The concept that
lini 1 (122.800 m2). Konsep yang akan diterapkan di will be applied in Cargo Village is automation, expansion
Cargo Village adalah automation, perluasan storage of storage areas, implementation of warehouse
area, implementasi warehouse management system, management system, service road improvement,
perbaikan service road, serta integrasi dari seluruh and integration of all aspects of cargo terminals by
aspek di cargo terminal oleh Garuda Indonesia dengan Garuda Indonesia in collaboration with third parties
bekerjasama dengan pihak ketiga yang berpengalaman that are experienced in terminal management. The
dalam pengelolaan terminal. Pelaksanaan program implementation of CGK cargo village development
pembangunan cargo village CGK akan dimulai pada program will begin in 2020.
2020.
Dalam peningkatan fasilitas warehouse di UPG, Garuda In upgrading warehouse facilities at UPG, Garuda
Indonesia bekerjasama dengan Angkasa Pura Logistik Indonesia in collaboration with Angkasa Pura Logistik
(AP Log) akan memanfaatkan kembali terminal kargo (AP Log) will reuse the old cargo terminal to be used
lama untuk digunakan sebagai terminal khusus freighter as a special freighter terminal, in which all investments
dengan keseluruhan investasi dilakukan oleh AP Log. are made by AP Log. Utilization of this terminal is in
Pemanfaatan terminal ini sejalan dengan peningkatan line with the increase in freighter volume in 2020.
volume freighter di tahun 2020. Inisiasi ini akan mulai This initiation will begin in the first quarter of 2020.
dilaksanakan pada kuartal I tahun 2020.
Peningkatan fasilitas warehouse di DPS diinisiasi melalui The increase in warehouse facilities at DPS was initiated
kerjasama dengan entitas anak Garuda Indonesia, through collaboration with a subsidiary of Garuda
yaitu PT Aerojasa Perkasa (AJP), untuk penyediaan Indonesia, PT Aerojasa Perkasa (AJP), to provide Cold
Cold Storage. Penyediaan Cold Storage ini dibutuhkan Storage. The provision of Cold Storage is needed to
untuk memfasilitasi tingginya volume transshipment facilitate the high volume of perishable commodity
komoditas perishable yang melalui terminal DPS transshipment through DPS terminal, especially from
terutama dari pasar Australia. Dengan adanya fasilitas the Australian market. With this facility, AJP can also
ini, AJP juga dapat memasarkan penggunaan cold market the use of cold storage for airlines outside
storage untuk airline diluar Garuda Indonesia Grup Garuda Indonesia Group as a source of revenue increase.
sebagai bentuk sumber peningkatan pendapatan. The initiation of additional cold storage facilities with
Inisiasi penambahan fasilitas cold storage dengan AJP AJP will begin in the first quarter of 2020.
ini akan mulai dilaksanakan pada kuartal I tahun 2020.
5. Pembangunan Gedung Kantor Kebon Sirih 5. Construction of Kebon Sirih Office Building
Garuda Indonesia saat ini melakukan analisis dan Garuda Indonesia is currently conducting an analysis
kajian bersama dengan calon investor dari salah and joint study with potential investors from one of
satu BUMN Karya yang berkompeten dibidang the BUMN Karya who are competent in the field of
konstruksi dan investasi. Analisis dan kajian tersebut construction and investment. The analysis and study
akan menghasilkan konsep dan design rencana will produce a concept and design of a new building
pembangunan gedung baru dengan skema Build construction plan using the Build Operate Transfer
Operate Transfer (BOT) di Jalan Kebon Sirih No. 46A, (BOT) scheme on Jalan Kebon Sirih No. 46A, Jakarta
Jakarta Pusat (KS46A), baik dari sisi keuangan, bisnis Pusat (KS46A), in terms of financial, business, and
dan juga aspek komersialnya. BUMN Karya tersebut commercial aspects. BUMN Karya is also entrusted to
juga sedang dipercaya untuk membangun Kawasan build BUMN Center Area, which consists of: Danareksa
BUMN Center, yang terdiri dari: gedung Danareksa, building, SOE Ministry building, and Telkom building,
gedung Kementerian BUMN dan gedung Telkom serta as well as includes KS46A building, where the four
mengikutsertakan gedung KS46A ini, dimana area institutions will become one stretch with entrances
keempat instansi tersebut akan menjadi satu hamparan and exits accessible from three directions, which are:
dengan pintu masuk dan keluar dapat diakses dari from Jalan Medan Merdeka Selatan, from Jalan H.
tiga arah yaitu: dari Jalan Medan Merdeka Selatan, Agus Salim, and from Jalan Kebon Sirih.
dari Jalan H. Agus Salim dan dari Jalan Kebon Sirih.

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Dengan dibangunnya gedung baru KS46A dalam With the construction of new KS46A building in the
Kawasan BUMN Center, Garuda Indonesia mendapatkan BUMN Center Area, Garuda Indonesia has benefited
benefit berupa adanya kelebihan Koefisien Lantai from an excess of Building Floor Coefficient (KLB) so that
Bangunan (KLB) sehingga gedung baru KS46A dapat the new KS46A building can be built up to a maximum
dibangun maksimal sampai dengan 24 lantai. Akan of 24 floors. It would be different if Garuda Indonesia
berbeda halnya apabila Garuda Indonesia membangun builds a new building separately, the maximum height
gedung baru secara tersendiri maka maksimal of the building could only be built up to 14 (fourteen)
ketinggian gedung hanya dapat dibangun sampai floors.
dengan 14 (empat belas) lantai saja.
Pembangunan gedung baru KS46A diperkirakan paling The construction of new KS46A building is expected to
lambat akan dimulai pada kuartal II tahun 2020 dengan start at the latest in the second quarter of 2020 with
masa pembangunan maksimal selama dua tahun a maximum construction period of two years and will
serta akan mulai dioperasikan secara bersama oleh begin its joint operation by investors in 2022. The new
pihak investor pada tahun 2022. Gedung baru KS46A KS46A building is planned to be prioritized for sales
direncanakan akan diprioritaskan pada fungsi-fungsi and service functions for Garuda Indonesia customers.
penjualan dan pelayanan kepada pelanggan Garuda
Indonesia.
6. Freighter oleh Garuda/New Entity/Third Party 6. Freighter by Garuda/New Entity/Third Party

Potensi pengembangan kargo di negara kepulauan The potential for cargo development in an archipelago
seperti Indonesia masih sangat besar. Hal ini such as Indonesia is still very large. This is indicated
ditunjukkan dengan permintaan dan yield yang tinggi by the high demand and yield for cargo transportation
untuk pengangkutan kargo di wilayah Indonesia Timur, in Eastern Indonesia, but on the other hand, it cannot
namun di sisi lain belum dapat dipenuhi oleh maskapai be fulfilled by the existing airlines. Difficult terrain
penerbangan yang ada. Kondisi medan yang sulit dan conditions and limited airport support facilities are
fasilitas pendukung bandara yang terbatas merupakan a significant risk for airlines that will conduct flight
risiko yang cukup besar bagi maskapai penerbangan operations there.
yang akan melakukan operasional penerbangan disana.
Ditambah semakin meningkatnya transaksi e-commerce Plus the increasing e-commerce transactions from
dari USD7 miliar pada tahun 2017 menjadi USD16 USD7 billion in 2017 to USD16 billion in 2022, the
miliar pada tahun 2022, volume pergerakan barang volume of movement of goods will increase. Logistics
akan semakin meningkat. Biaya logistik juga harus terus costs must also be kept down through innovative
ditekan melalui terobosan operasional yang inovatif operational breakthroughs to cut supply chains to
untuk memangkas rantai suplai demi menurunkan reduce high costs.
biaya tinggi.
Untuk menangkap peluang bisnis tersebut, Garuda To capture this business opportunity, Garuda Indonesia,
Indonesia termasuk entitas anak akan membentuk including its subsidiaries, will form a new entity or
entitas baru atau bekerja sama dengan pihak ketiga work with third party to run a freighter business with
untuk menjalankan bisnis freighter dengan rute- potential routes in Eastern Indonesia and Intra Asia.
rute potensial di Indonesia Timur dan Intra Asia. Further comprehensive study will be conducted to
Kajian komprehensif lebih lanjut akan dibuat untuk formulate the form of business, number of aircraft,
memperhitungkan bentuk bisnis, jumlah pesawat, and potential routes to be flown in the future.
dan rute potensial yang akan diterbangi ke depannya.
Garuda Indonesia sebagai flag carrier memiliki Garuda Indonesia as a flag carrier has a mission to
misi untuk menghubungkan nationwide logistik di connect nationwide logistics in Indonesia within
Indonesia dalam waktu 24 (dua puluh empat) jam dan 24 (twenty-four) hours and support the National
mendukung Sistem Logistik Nasional (SISLOGNAS) Logistics System (SISLOGNAS) through optimizing
melalui optimalisasi konektivitas antara pusat kegiatan connectivity between centers of economic activity
ekonomi dan area yang tersebar luas di Indonesia. and the widespread areas in Indonesia.

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7. Pengembangan Garuda Sentra Medika 7. Development of Garuda Sentra Medika

Untuk pengembangan bisnis non aviasi, Garuda In terms of development of non-aviation business,
Indonesia berencana untuk memanfaatkan potensi Garuda Indonesia plans to utilize the existing potential
yang ada di Garuda Sentra Medika (GSM), ke depannya in Garuda Sentra Medika (GSM). In the future, GSM
GSM akan dilakukan kajian spin off dan berkembang will conduct a spin off study and will be developed
menjadi entitas rumah sakit di bawah Garuda Indonesia into a hospital entity under Garuda Indonesia Group.
Grup. Beberapa upaya lain yang akan dilakukan untuk Some other efforts that will be made to develop GSM
mengembangkan bisnis GSM adalah: business are:
a. Melakukan assessment/review anggaran untuk a. Assessing/reviewing budget for procurement of
pengadaan medical check up bagi seluruh pegawai medical check-ups for all Garuda Indonesia Group
darat Garuda Indonesia Grup (Garuda Indonesia, ground employees (Garuda Indonesia, Citilink,
Citilink, GMF Aeroasia, Gapura Angkasa, Asyst, GMF Aeroasia, Gapura Angkasa, Asyst, Saber).
Sabre).
b. Melakukan pendekatan kepada Kementerian b. Approaching the Ministry of Transportation to
Perhubungan untuk mengembalikan jasa cockpit return Garuda Indonesia medex cockpit crew
crew medex Garuda Indonesia kepada GSM, services to GSM, considering that the existence
mengingat keberadaan Kementerian Perhubungan of Ministry of Transportation as a regulator and
sebagai regulator sekaligus sebagai penyedia as a provider of medex services is inappropriate
layanan medex adalah tidak tepat dan tidak sesuai and not in accordance with aviation regulations.
dengan regulasi penerbangan.
c. Melakukan review atas alat-alat yang dibutuhkan c. Reviewing the equipment needed for medical
untuk medical check up dan kebutuhan layanan check-ups and other health care needs.
kesehatan lainnya
d. Pada tahun 2020 akan dilakukan pengembangan d. In 2020, General Inpatient Clinic will be developed.
untuk Klinik Umum Rawat Inap. Potensi pendapatan The potential revenue to be obtained from
yang akan diperoleh dari pengembangan usaha developing Garuda Sentra Medika business is
Garuda Sentra Medika diperkirakan mencapai estimated to reach Rp14.2 billion and additional
Rp14,2 miliar serta tambahan dari efisiensi dari efficiency from medex cockpit crew of Rp1.8
medex cockpit crew sebesar Rp 1,8 miliar. billion.
8. Merpati Nusantara Airlines 8. Merpati Nusantara Airlines

Sinergi BUMN hadir untuk menghidupkan kembali SOE Synergy exists to revive Merpati Nusantara Airlines
Merpati Nusantara Airlines (MNA). Merpati Nusantara (MNA). Merpati Nusantara Airlines together with
Airlines bersama dengan BUMN lainnya akan bersinergi other SOEs will work in synergy in regard of air cargo
dalam kerjasama pengangkutan kargo udara, ground transportation, ground handling, warehousing, and
handling, warehousing, dan kegiatan logistik lainnya. other logistics activities. This air cargo transportation
Kerjasama pengangkutan kargo udara ini akan dilakukan cooperation will be conducted in Papua with the aim of
di Papua dengan tujuan untuk membantu pembangunan assisting the development and distribution of national
dan distribusi logistik nasional. Kerja sama ini mendapat logistics. This cooperation has the support of Citilink
dukungan dari Citilink sebagai bagian dari Garuda as part of Garuda Indonesia Group in the form of two
Indonesia Grup berupa dua pesawat freighter Boeing 12.5 Ton Boeing 737 Classic freighter aircrafts. These
737 Classic berkapasitas 12,5 Ton. Kedua pesawat two aircrafts were converted at Garuda Maintenance
tersebut dikonversi di Garuda Maintenance Facility Facility (GMF) from passenger aircraft to freighter.
(GMF) dari pesawat passenger menjadi freighter.
Potensi MNA di masa depan diharapkan dapat kembali MNA potential in the future is expected to be able
menjadi maskapai perintis, penerbangan lintas to become a pioneer airline, cross border flight, and
batas dan maskapai angkutan kargo untuk menjadi cargo transportation airline to become an air bridge
jembatan udara dan turut serta dalam mempercepat and participate in accelerating national development.
pembangunan nasional. Turut mendukung industri Also supporting the Indonesian aviation industry in the
penerbangan Indonesia dalam bidang Maintenance, field of Maintenance, Repair, Overhaul (MRO) through
Repair, Overhaul (MRO) melalui Merpati Maintenance Merpati Maintenance Facility (MMF). Supporting the
Facility (MMF). Mendukung pengembangan SDM development of Indonesian human resources through
Indonesia melalui pelatihan tenaga alih daya untuk outsourcing training to support the flight operations
penunjang kebutuhan operasional penerbangan di needs at Merpati Training Center (MTC).
Merpati Training Center (MTC).

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9. Pengembangan Garuda Ilmu Terapan Cakrawala (GITC) 9. Development of Garuda Ilmu Terapan Cakrawala (GITC)
Industri penerbangan telah berkembang cukup The aviation industry has developed quite rapidly,
pesat terutama di kawasan Asia Pasifik. Diprediksi especially in the Asia Pacific region. It is predicted that
bahwa selama 20 (dua puluh) tahun kedepan terjadi over the next 20 (twenty) years there will be more than
pertumbuhan lebih dari setengah total penumpang half of the current total passenger growth. Indonesia
saat ini. Indonesia sendiri menjadi pasar penerbangan itself becomes the 10th (tenth) largest airline market
terbesar ke 10 (sepuluh) di dunia pada tahun 2017 in the world in 2017 and is expected to rank the 4th
dan diperkirakan akan menjadi peringkat ke 4 (empat) (fourth) in 2030. Currently, Indonesia’s economic
pada tahun 2030. Saat ini pertumbuhan ekonomi growth is projected to remain above 5% in the next
Indonesia diproyeksikan akan tetap di atas 5% dalam five years. This growth is in line with the growth of air
lima tahun ke depan. Pertumbuhan ini selaras dengan connectivity in Indonesia, which is predicted to increase
pertumbuhan konektivitas udara di Indonesia yang by 7% (Ministry of Transportation, Statistics Indonesia,
diprediksi akan meningkat sebesar 7% (Kemenhub, 2018). As a result of this growth, it is estimated that
BPS, 2018). Akibat dari pertumbuhan ini, diperkirakan there will be a shortage of pilots and aviation staff,
akan ada kekurangan ketersediaan pilot dan staf aviasi, the need for pilots and aviation staff will increase to
kebutuhan akan pilot dan staf aviasi meningkat menjadi 230,000 people in the Asia Pacific region.
230.000 orang di wilayah Asia Pasifik.
Melihat peluang yang ada, maka Garuda Indonesia Seeing the available opportunities, Garuda Indonesia
telah membuat anak usaha Training Center yang mulai has established a subsidiary of Training Center, which
didirikan pada tahun 2019 dengan nama PT Garuda was established in 2019, under the name PT Garuda
Ilmu Terapan Cakrawala (PT GITC). Anak usaha ini Ilmu Terapan Cakrawala (PT GITC). This subsidiary
diharapkan mulai aktif pada awal tahun 2020 dengan is expected to become active in early 2020 with
kegiatan usaha yang dilakukan adalah pendidikan business activities conducted are education for Aviation
untuk Aviation Operation (Pilot, Flight Attendant, Operation (Pilot, Flight Attendant, Flight Operation
Flight Operation Officer), Aviation Maintenance Officer), Aviation Maintenance (Maintenance and
(Maintenance and Engineering), Aviation Business Engineering), Aviation Business Support (Airline
Support (Airline Commercial, Operation Support, Commercial, Operation Support, Cargo , Airline
Cargo, Airline Finance), dan/atau Non Aviation Finance), and/or Non Aviation (Hospitality, Management
(Hospitality, Management and Leadership, Marketing and Leadership, Marketing and Sales).
and Sales).
NEW BUSINESS OPPORTUNITY 2020 NEW BUSINESS OPPORTUNITY IN 2020

Sejalan dengan perkembangan eksternal dan internal bisnis In line with the external and internal development of Garuda
Garuda Indonesia Grup, maka Garuda Indonesia dan entitas Indonesia Group’s business, Garuda Indonesia and its
anak harus mampu dan tanggap dalam menangkap peluang subsidiaries must be capable and responsive in capturing
untuk pengembangan bisnisnya. Berikut adalah beberapa opportunities for business development. Below are some
peluang bisnis yang dapat dieksekusi di 2020 sebagai of the business opportunities that can be executed in 2020
upaya peningkatan pendapatan Garuda Indonesia Grup: in an effort to increase Garuda Indonesia Group revenue:
1. Kerjasama Operasi (KSO) dengan Hotel di Jeddah 1. Joint Operation (KSO) with Hotels in Jeddah
Tingginya jumlah jamaah haji dan umrah yang The high number of Hajj and Umrah pilgrims using
menggunakan Garuda Indonesia yang berkisar 130.000 Garuda Indonesia, which ranges around 130,000
orang per tahun memberikan peluang untuk kerjasama people per year, provides opportunities for cooperation
dengan hotel di Jeddah. Peluang kerjasama tersebut with hotels in Jeddah. The cooperation opportunity
memiliki pola kerjasama operasi sesuai kesepakatan has a pattern of joint operations according to mutual
bersama yang bertujuan untuk mencari keuntungan agreement that aims to seek mutual benefit.
bersama.
Konsep nya sendiri berupa partnership kerjasama The concept itself is a joint operation partnership
operasi dan produk ini akan ditangani oleh PT Aero and this product will be handled by PT Aero Hotel
Hotel Management (AHM). Dengan total kurang lebih Management (AHM). With a total of around Rp7 trillion
Rp7 triliun untuk membangun sembilan tower, akan to build nine towers, the Condotel concept will be used,
menggunakan konsep Condotel yaitu condominium/ which is condominium/apartment and hotel. Initially, it
apartment dan Hotel. Dimana awalnya akan dijual will be sold in advance (Pre Sale) for the condominiums

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terlebih dahulu (Pre Sale) untuk kondominiumnya di in Indonesia with Garuda Indonesia co-branding and
Indonesia dengan co-branding Garuda Indonesia dan partners. The condominium funds are expected to be
partner. Dari dana kondominium tersebut diharapkan able to build not only apartment towers but also the
dapat membangun tidak hanya tower apartment namun entire towers, with the collaborative captive market
juga keseluruhan tower, dengan kolaborasi captive of Garuda Indonesia, the hotel will always be fully
market dari Garuda Indonesia, hotel yang dibangun occupied by the Indonesian market.
tersebut akan selalu terisi penuh dari market Indonesia.
Berlokasi di area Jabal Tsur sekitar 4 (empat) km Located in Jabal Tsur area around 4 (four) km from
dari Masjidil Haram, Mekah, proyek ini memiliki the Haram Mosque, Mecca, this project has a payback
target payback period kurang lebih 5 (lima) tahun period target of approximately 5 (five) years and an
dan Internal Rate of Return (IRR) kurang lebih 54%, Internal Rate of Return (IRR) of approximately 54%,
dimana Garuda Indonesia berkolaborasi dengan zero where Garuda Indonesia collaborates with zero
investment dan mengusung investment model in-kind investment and carries an in-kind investment model,
yaitu penyertaan modal tidak dihitung dari cash namun which is the capital investment is not calculated from
berupa operational rate investment dari pengoperasian cash but from an operational investment rate from
manajemen hotel selama kurang lebih 30 (tiga puluh) the operation of hotel management for approximately
tahun. Condotel ini rencana akan dimulai ground 30 (thirty) years. This Condotel plans to start ground
breaking di tahun 2020 dan launching pada tahun breaking in 2020 and launch in 2024 and operate for
2024 dan beroperasi selama 30 (tiga puluh) tahun 30 (thirty) years until 2054.
hingga 2054.
2. Mobile Food Court 2. Mobile Food Court

Menurut Intelligent Virtual Assistant (IVA) bahwa According to the Intelligent Virtual Assistant (IVA),
pendapatan untuk market vending machine akan revenue for market vending machine will reach USD30
mencapai USD30 miliar pada tahun 2024. Oleh billion in 2024. Therefore, Aerofood ACS plans to make
sebab itu, Aerofood ACS berencana akan membuat vending machines for products that have only been
vending machine untuk produk-produk yang selama sold for flight meals. Currently, Aerofood ACS has the
ini hanya dijual untuk flight meals. Saat ini Aerofood ability to manufacture frozen food. These products
ACS memiliki kemampuan dalam pembuatan frozen are used by Garuda
food. Dimana produk ini digunakan oleh Garuda
Indonesia dalam penerbangan domestik maupun Indonesia in domestic and international flights. The
internasional. Pembuatan produk vending machine manufacturing of vending machine products that sell
yang menjual makanan flight meals memiliki food flight meals has several advantages, which are
beberapa keunggulan, yaitu cashless, cepat, mudah cashless, fast, easy to reach, does not require shipping
dijangkau, tidak membutuhkan ongkos pengiriman, costs, can be adjusted to consumer needs, save time,
dapat disesuaikan dengan keinginan konsumen, and hygienic. From the company side, the advantages
menghemat waktu, dan higienis. Dari sisi perusahaan are that the investment required is low, operating costs
keunggulannya adalah investasi yang dibutuhkan kecil, are low, expansion can be done quickly, and product
biaya operasional kecil, ekspansi dapat dilakukan locations can be moved easily.
dengan cepat, dan produk dapat berpindah-pindah
lokasi dengan mudah.
Untuk kedepannya, selain menjual produk ACS dapat In the future, besides selling ACS products, we can
juga bekerja sama dengan business partner untuk also work with business partners to provide food.
penyediaan makanan. Kemudian akan dilakukan proses Then the process of dishing, packing, frozen, and
dishing, packing, frozen dan delivery ke vending delivery to the vending machine will be carried out. At
machine yang sudah tersedia. Saat ini, produk sedang present, the product is in the stage of developing and
dalam tahapan development dan pencarian vending searching vending machine partners. According to the
machine partners. Dimana menurut perencanaan pada plan, in February 2020 preparations for production,
Februari 2020, akan dilakukan persiapan produksi, distribution, and regulation will be carried out. So that
distribusi, dan regulasi. Sehingga pada April 2020, in April 2020, product launches will be conducted with

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akan dilakukan launching produk dengan 10 (sepuluh) 10 (ten) vending machines spread across Jakarta area,
vending machine yang tersebar di area Jakarta. Serta and in May 2020, the product is ready to be expanded
pada Mei 2020, produk siap diperluas menjadi 50 to 50 (fifty) vending machines.
(lima puluh) vending machine.
Dengan asumsi rata-rata harga produk adalah Assuming an average product price of Rp25,000,
Rp25.000, rata-rata penjualan adalah 100 produk average sales is 100 products per day for each vending
per hari untuk setiap vending machine, dan terdapat machine, and there are 50 (fifty) vending machines,
50 (lima puluh) vending machine, maka diperkirakan it is estimated that this program will generate USD3
program ini akan menghasilkan sebesar USD3 juta per million per year with a profit of 10%. Then, with the
tahun dengan profit sebesar 10%. Kemudian dengan option to rent a vending machine, it is estimated that
opsi menyewa vending machine, maka diperkirakan the payback period can be obtained in four months,
bahwa payback period dapat diperoleh dalam empat with an Internal Rate of Return (IRR) of 289.1%.
bulan, dengan Internal Rate of Return (IRR) sebesar
289,1%.
3. Pengembangan Loyalty Boost Untuk Loyalty Program 3. Development of Loyalty Boost for Loyalty Programs
Garuda Indonesia akan melakukan partnership dengan Garuda Indonesia will partner with several companies
beberapa perusahaan terkait dengan pengembangan related to the development of a loyalty program to
program loyalty agar lebih menarik bagi anggota make it more attractive to GarudaMiles members.
GarudaMiles. Dengan program yang lebih beragam With a more diverse and interesting program, Garuda
dan menarik, Garuda Indonesia menargetkan memiliki Indonesia targets to have 12 (twelve) million members
12 (dua belas) juta anggota pada akhir 2020. by the end of 2020.
4. Pembentukan Joint Venture (JV) Autonomous Aerial 4. Establishment of Autonomous Aerial Vehicle/Drone
Vehicle/Drone Joint Venture (JV)
Mengingat masih banyak lokasi di Indonesia yang Considering that there are still many locations in
memiliki infrastruktur terbatas (khususnya di Indonesia Indonesia that have limited infrastructure (especially
Timur), angkutan kargo dapat dikembangkan dengan in Eastern Indonesia), cargo transportation can be
menggunakan Autonomous Aerial Vehicle (AAV). developed using Autonomous Aerial Vehicles (AAV).
Keunggulan dari AAV adalah mampu melayani wilayah The advantages of AAV are being able to serve areas
dengan fasilitas yang terbatas, dapat melayani angkutan with limited facilities, to serve cargo transportation
kargo dengan volume yang tidak terlalu banyak, serta with a volume that is not too much, and lower costs
biaya yang lebih murah karena tidak menggunakan for not using flight crew.
awak pesawat.
AAV akan menjadi feeder dari wilayah remote/terpencil AAV will be a feeder from remote/far areas but has a
namun memiliki potensi pasar dengan yield yang high-yield market potential and the cargo will then be
tinggi dan kargo tersebut selanjutnya akan diangkut transported to a larger hub to be transported to other
ke hub yang lebih besar untuk diangkut ke tujuan international/domestic destinations.
internasional/domestik lainnya.
Karena saat ini regulasi untuk penerbangan komersial Because currently regulations for commercial flights
dengan menggunakan AAV belum tersedia, Garuda using AAV are not yet available, Garuda Indonesia
Indonesia bekerja sama dengan Direktorat Jenderal cooperates with the Directorate General of Civil Aviation
Perhubungan Udara untuk dapat mewujudkan regulasi in order to realize these regulations. AAV operation trial
tersebut. Program percobaan pengoperasian AAV di program in Eastern Indonesia is planned at the end of
Indonesia Timur direncanakan pada akhir 2019 atau 2019 or early 2020. The trial is intended for regulators
awal tahun 2020. Uji coba tersebut dimaksudkan bagi and operators to study the operational and technical
regulator dan operator untuk mempelajari karakteristik characteristics of AAV so that it can later operate in
pengoperasian dan teknis dari AAV agar nantinya dapat Indonesia with aspects that meet standards in terms
beroperasi di Indonesia dengan aspek yang memenuhi of safety and airworthiness.
standar dari sisi safety dan airworthiness-nya.

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STRATEGI KE DEPAN FUTURE STRATEGIES

Strategi Garuda tahun 2020 dalam menangkap peluang Garuda’s strategy in 2020 to capture opportunities from
dari prospek usaha diuraikan sebagai berikut. business prospects is described as follows.
QUICK WINS 2020 QUICK WINS 2020
1 Corporate Culture Transformation through the

Development of People, Process, and Technology.
QUICK
WINS 2 Revenue Enhancement.
3 Redefine Cost Structure Based on Shared Service

Organization.
1. Corporate Culture Transformation through the 1. Corporate Culture Transformation through the
Development of People, Process, and Technology Development of People, Process, and Technology
Garuda Indonesia akan fokus kepada peningkatan Garuda Indonesia will focus on increasing employee
kapabilitas dan kapasitas pegawai serta meningkatkan capabilities and capacity, and increasing job satisfaction
kepuasan kerja bagi para pegawai. Garuda Indonesia for employees. Garuda Indonesia makes employees as
menjadikan pegawai sebagai pelanggan dan aset customers and assets that must be prioritized. Thus,
yang harus diutamakan. Dengan demikian diharapkan it is expected that employees are happy and naturally,
pegawai happy dan dengan sendirinya pegawai akan employees will provide the best service to customers.
memberikan pelayanan terbaik kepada pelanggan.
Perputaran/rotasi pegawai lintas divisi pun terus The transfer/rotation of employees across divisions will
dilakukan. Hal ini bertujuan untuk menciptakan rasa continue. Thus aims to create a sense of caring and
peduli dan mengerti akan business process secara understanding of the overall business process. Garuda
keseluruhan. Garuda Indonesia memfasilitasi pegawai Indonesia facilitates employees to be able to propose
untuk dapat mengajukan perpindahan divisi dalam division transfers in finding out their capabilities.
mencari tahu kapabilitas mereka. Pegawai Garuda Garuda Indonesia employees are large families including
Indonesia adalah keluarga besar termasuk pegawai permanent and part-time employees, because all
tetap dan paruh waktu, karena seluruh pegawai adalah employees are One Family, One Nation, and One
One Family, One Nation and One Garuda Indonesia. Garuda Indonesia.
Aviation Safety sebagai basis perubahan business Aviation Safety as a basis for changing business
process di segala lini telah dilakukan di 2018 dan processes in all lines has been carried out since 2018
berlanjut di 2019 dan 2020. Dengan people/pegawai and continued in 2019 and 2020. Capable and happy
yang capable dan happy akan membuat business people/employees will make a good business process
process yang baik juga. Dan dengan business process as well. Furthermore, a good business process can
yang baik akan membuat suatu standardisasi dan certainly create a standardization and avoid reducing
menghindari penurunan kualitas kerja people/pegawai. the quality of work of people/employees.

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Kedua hal di atas (people and process) erat The two matters above (people and process) are
hubungannya dan interaksi keduanya harus cepat dan closely related and their interactions shall be fast
akurat, sehingga untuk proses transformasi tersebut and accurate, therefore, such transformation process
diperlukan bantuan teknologi, berupa pengembangan needs technology assistance in the form of developing
dan penyediaan sistem yang dapat mempermudah and providing systems that can facilitate decision
pengambilan keputusan dan simplifikasi proses bisnis making and simplifying the business process in Garuda
di internal Garuda Indonesia. Indonesia’s internal environment.

Peningkatan pendapatan dilakukan melalui perluasan The increase in revenue is done through market
pasar, perbaikan produk, perubahan cara berjualan, expansion, improving products, changing the way of
pelaksanaan Business Integrated Logistic (bukan hanya selling, running Business Integrated Logistics (not just
kargo), dan pengembangan bisnis yang berhubungan Cargo), and business development related to the air
dengan dunia transportasi udara. Ke depannya, pegawai transportation world. In the future, Garuda Indonesia
Garuda Indonesia dituntut untuk dapat mengeksekusi employees are required to be able to execute new
ide-ide baru yang muncul (dare to change to initiate emerging ideas (dare to change to initiate new things).
new things).
3. Redefine Cost Structure Based On Shared Service 3. Redefine Cost Structure Based On Shared Service
Organization Organization
Memperbaiki struktur biaya melalui organisasi Improving cost structure through shared-service based
yang berbasis shared service, termasuk sentralisasi organizations, including centralized procurement,
pengadaan, sehingga dapat meningkatkan kepuasan in order to increase customer internal satisfaction,
internal customer yang akhirnya berujung peningkatan which ultimately results in increased external customer
kepuasan external customer. satisfaction.
SASARAN STRATEGIS MILESTONE 2020 MILESTONE STRATEGIC TARGETS IN 2020

Dengan tema tahun 2020 ”Accelerate Growth Beyond With the 2020 theme of “Accelerate Growth Beyond Core”
Core” dan dengan melihat perkembangan serta kondisi and by looking at the development and conditions of Garuda
Garuda Indonesia, maka Garuda Indonesia menetapkan Indonesia, Garuda Indonesia determined the Milestones
untuk Milestones 2020 adalah net profit Garuda Group 2020 to be Garuda Group net profit of USD36.7 million,
USD36,7 juta, enhance business model for loyalty, dan enhance business model for loyalty, and operate Garuda
pengoperasian Garuda Indonesia freighter. Garuda Indonesia Indonesia freighter. Garuda Indonesia will focus more on the
akan lebih berfokus terhadap net profit yang akan dihasilkan net profit to be generated (net profit oriented). Then, Garuda
(net profit oriented). Kemudian Garuda Indonesia melihat Indonesia saw the potential of developing the business
potensi dari pengembangan business loyalty program. Di loyalty program. On the other hand, the development of
sisi lain, pengembangan Garuda Indonesia Freighter yang Garuda Indonesia Freighter is seen as having the potential
dilihat berpotensi dalam pengembangan bisnis Garuda to develop Garuda Indonesia business in the future.
Indonesia ke depan.
Milestone Garuda Indonesia 2020 akan menjadi dasar Garuda Indonesia Milestone 2020 will be the basis for the
dalam pembentukan program-program yang akan dijalankan formation of programs to be carried out with the following
dengan deskripsi sebagai berikut: description:
1. Net Profit Garuda Group USD36,7 juta 1. Garuda Group’s Net Profit of USD36.7 million
Orientasi bisnis Garuda Indonesia Grup pada tahun Garuda Indonesia Group’s business orientation in
2020 adalah menghasilkan net profit sebesar USD36,7 2020 is to generate a net profit of USD36.7 million.
juta. Target tersebut didukung oleh entitas anak dengan The target is supported by subsidiaries by optimizing
mengoptimalkan sinergi proses kerja dan menjalin work process synergies and establishing partnerships
kerjasama dengan partner lain yang dapat membawa with other partners that can bring additional profit to
tambahan profit bagi Garuda Indonesia Grup. Garuda Indonesia Group.
2. Enhance Business Model for Loyalty 2. Enhance Business Model for Loyalty
Pengembangan loyalty business Garuda Indonesia Development of Garuda Indonesia’s loyalty business
dengan meningkatkan kualitas dan jumlah layanan is by increasing the quality and number of services
yang disediakan agar dapat menambah jumlah member provided in order to increase the number of members

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Financial Review
serta menambahkan revenue. Oleh sebab itu, Garuda and increase revenue. Therefore, Garuda Indonesia will
Indonesia akan melakukan beberapa langkah strategis take a number of strategic steps, which are making
yaitu, membuat proses redeem lebih mudah dan dapat redeem process easier and can be done online, repairing
dilakukan dalam jaringan (online), memperbaiki databases, optimizing analytics support system, and
database, mengoptimalkan analytics support system, collaborating with more partners, in order to improve
dan bekerjasama dengan lebih banyak partner sehingga the performance of customer experience (pre-journey,
meningkatkan performa dari customer experience (pre- pre/in/post flight to post-journey). The form of
journey, pre/in/post flight hingga post-journey). Bentuk cooperation that will be carried out is cooperation
kerjasama yang akan dilakukan adalah kerjasama with partners that will invest in the forms of capital,
dengan partner yang akan berinvestasi baik dalam technology, business, and reliable human resources.
bentuk permodalan, teknologi, bisnis, maupun sumber
daya manusia yang handal.
3. Garuda Indonesia Freighter Operation 3. Garuda Indonesia Freighter Operation

Pengembangan bisnis kargo dilakukan melihat industri The cargo business development is conducted by
yang dinilai memiliki market yang besar namun belum looking at industries which are considered to have a
tercukupinya kapasitas jasa pengiriman udara. Oleh large market but have not yet fulfilled the capacity of
sebab itu, pengadaan freighter baik milik sendiri dan/ air shipping services. Therefore, procuring a freighter, of
atau bekerja sama dengan pihak ketiga akan menjadi your own or working with third parties, will be a good
peluang yang baik dalam pengiriman kargo Garuda opportunity for Garuda Indonesia cargo shipments. In
Indonesia. Di samping itu bisnis kargo dituntut dapat addition, the cargo business is required to be able to
bersinergi dengan jasa logistik dan pergudangan di synergize with logistics and warehousing services in
Indonesia agar lebih memberikan nilai tambah bagi Indonesia in order to better provide added value for
pelanggan. customers.
Strategi dan kebijakan Perseroan yang relevan dengan rencana The Company’s strategies and policies relevant to
kerja Garuda Indonesia 2020 adalah mengoptimalkan rute Garuda Indonesia 2020 work plan are optimizing
melalui konektivitas jaringan khususnya di rute internasional, routes through network connectivity, especially on
serta dengan pemasaran dan penjualan yang lebih baik. international routes, with better marketing and sales.
Dari sisi pesawat, Garuda Indonesia akan mengoptimalkan In terms of aircraft, Garuda Indonesia will optimize
biaya armada melalui negosiasi ulang kontrak pesawat dan fleet costs through renegotiation of aircraft and engine
mesin serta seat reconfiguration. Garuda Indonesia juga contracts and seat reconfiguration. Garuda Indonesia
akan berfokus pada pengembangan carter, freighter, cargo will also focus on developing charter, freighter,
village, dan loyalty program. Selain itu, sinergi Garuda cargo village, and loyalty program. In addition, the
Indonesia Grup harus semakin ditingkatkan terutama synergy of Garuda Indonesia Group must be further
dalam hal rute dan pengembangan sumber daya. Garuda enhanced, especially in terms of route and resource
Indonesia juga dituntut untuk dapat bekerjasama dengan development. Garuda Indonesia is also required to be
partnership yang potensial baik dalam industri aviasi maupun able to cooperate with potential partnerships both in
non aviasi. Salah satunya adalah dengan kerjasama dalam the aviation and non-aviation industries. One of them
pengoperasian Autonomous Aerial Vehicle (AAV). is through cooperation in the operation of Autonomous
Aerial Vehicle (AAV).
Strategi Armada Garuda Indonesia dalam mendukung Garuda Indonesia’s Fleet Strategy in supporting Milestone
Milestone 2020 adalah sebagai berikut: 2020 is as follows:
1. Memperpanjang Masa Sewa Beberapa Pesawat Boeing 1. Extend the Charter Period of some Boeing 737-800
737-800 NG dan Airbus 330-200 NG and Airbus 330-200 aircrafts
Akibat dari grounded 1 pesawat Boeing 737 Max As a result of grounded of 1 Boeing 737 Max and
dan penundaan delivery Boeing 737 Max di tahun postponement of delivery of Boeing 737 Max in
2020 akan terjadi kekurangan pesawat narrow body. 2020, there will be a shortage of narrow body aircraft.
Oleh sebab itu, Garuda Indonesia memperpanjang Therefore, Garuda Indonesia extends several Boeing
beberapa pesawat Boeing 737-800 NG yang sudah 737-800 NG aircrafts which will expire. In addition,
akan habis masa sewanya. Selain itu, Boeing 737-800 Boeing 737-800 NG is in high demand in the market
NG sedang banyak diminati dipasaran karena alasan because of the same reason which is Boeing 737 Max

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yang sama yaitu diberhentikannya pengoperasian was in ceased operation due to safety reasons. Then,
Boeing 737 Max karena alasan safety. Kemudian in order to reduce the fleet cost of the operated Airbus
dalam rangka menurunkan fleet cost armada Airbus 330-200 fleet, Garuda Indonesia will conduct lease
330-200 yang dioperasikan, Garuda Indonesia akan extensions for some of the Airbus 330-200 aircrafts.
melakukan lease extension untuk beberapa pesawat
Airbus 330-200 tersebut.
2. Seat Reconfiguration Beberapa Jenis Pesawat 2. Seat Reconfiguration of Several Types of Aircrafts
Garuda Indonesia akan melakukan seat reconfiguration Garuda Indonesia will conduct seat reconfiguration
untuk beberapa jenis pesawat seperti Airbus 330- for several types of its aircrafts such as Airbus 330-
200 dan Boeing 777-300ER yang dimiliki. Dengan 200 and Boeing 777-300ER. By conducting seat
seat reconfiguration tersebut diharapkan Garuda reconfiguration, it is expected that Garuda Indonesia
Indonesia dapat memperoleh pendapatan yang lebih can earn more revenue than before. In addition, Garuda
dari sebelumnya. Di samping itu, Garuda Indonesia Indonesia extended the lease period for several Airbus
memperpanjang masa sewa beberapa Airbus 330- 330-200 aircrafts in order to extend the utilization
200 guna memperpanjang masa pemanfaatan atas period for the seat reconfiguration.
seat reconfiguration tersebut.
3. Restrukturisasi untuk CRJ-1000 3. Restructuring for CRJ-1000

Pada tahun 2019, Garuda Indonesia memiliki 18 In 2019, Garuda Indonesia had 18 (eighteen) CRJ-1000
(delapan belas) armada CRJ-1000. Namun dengan fleets. However, with this number, Garuda Indonesia
jumlah tersebut, Garuda Indonesia belum mendapatkan has not yet benefited from this type. Therefore, Garuda
keuntungan dari tipe tersebut. Oleh sebab itu, Garuda Indonesia is trying to restructure the CRJ-1000 aircrafts
Indonesia berusaha untuk melakukan restrukturisasi in order to reduce current losses or instead potentially
pesawat CRJ-1000 agar dapat mengurangi kerugian gain profits.
saat ini atau bahkan berpotensi memperoleh
keuntungan.
4. Lanjutan Pengalihan ATR 72-600 ke Citilink 4. Continued Transfer of ATR 72-600 to Citilink
Proses pengalihan ATR 72-600 ke Citilink telah The transfer process of ATR 72-600 to Citilink has been
dilakukan sejak tahun 2019 dan akan dilanjutkan carried out since 2019 and will continue in 2020. The
pada tahun 2020. Hal ini dilakukan karena model bisnis transfer is made because ATR 72-600 business model
ATR 72-600 lebih cocok digunakan untuk low cost is more suitable for low cost carriers currently operated
carrier yang saat ini dijalankan oleh Citilink sebagai by Citilink as a subsidiary of Garuda Indonesia.
entitas anak Garuda Indonesia.
Dari segi strategi rute Garuda Indonesia yang akan dilakukan In terms of route strategy that will be carried out, Garuda
adalah melakukan ekspansi di rute-rute yang memiliki Indonesia expands the potential routes both domestically
potensi baik domestik maupun internasional. Untuk and internationally. Domestically, Garuda will expand in
domestik, Garuda akan melakukan ekspansi di Sibisa, Sibisa, North Sumatra by KNO-SIW route. Internationally,
Sumatera Utara dengan rute KNO-SIW. Sedangkan untuk Garuda Indonesia will expand in China, which is Nanjing
internasional, Garuda Indonesia akan melakukan ekspansi di and Hangzhou, as well as Turkey, which is Istanbul. In
Tiongkok yaitu Nanjing dan Hangzhou serta ke Turki yaitu order to support Indonesian tourism, Garuda Indonesia
Istanbul. Dalam rangka mendukung pariwisata Indonesia, also has a route to Labuan Bajo (LBJ), from Jakarta (CGK)
Garuda Indonesia juga memiliki rute ke Labuan Bajo (LBJ) and Denpasar (DPS).
yaitu dari Jakarta (CGK) dan Denpasar (DPS).
Strategi Kargo Garuda Indonesia di tahun 2020 adalah Garuda Indonesia’s Cargo Strategy in 2020 is developing
pengembangan bisnis Go-Freighter, Go-Logistic, Go- Go-Freighter, Go-Logistics, Go-Express, and Go-Excellent
Express, dan Go-Excellent. Garuda Indonesia akan businesses. Garuda Indonesia will increase capacity and
menambah kapasitas dan peningkatan layanan dari segi improve services in terms of commercial cargo in 2020
komersial kargo pada tahun 2020, yaitu dengan cara by using freighter aircraft, developing cargo villages (Go
penggunaan pesawat freighter, pengembangan cargo Logistic Program) in Cengkareng, Makassar, and Denpasar,

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village (Go Logistic Program) di Cengkareng, Makassar integrating door to door services, and developing information
dan Denpasar, pengintegrasian layanan door to door, technology in logistic field (online application for logistic,
dan pengembangan teknologi informasi di bidang logistik cargo operating system, and development of drone services).
(aplikasi online untuk logistik, sistem operasi kargo, dan This is a form of digital ecosystem development.
pengembangan layanan drone). Hal ini merupakan salah
satu bentuk dari pengembangan ekosistem digital.
Di sisi layanan, Garuda Indonesia akan menggunakan On the service side, Garuda Indonesia will use wireless
wireless In-flight Entertainment (IFE) sebagai bagian In-flight Entertainment (IFE) as part of improving service
peningkatan fasilitas layanan. Wireless IFE merupakan sistem facilities. Wireless IFE is a system that allows passengers
yang memungkinkan penumpang untuk memperoleh hiburan to get entertainment from a portable passenger device.
dari perangkat portabel penumpang. Terjadi pendistribusian There is a distribution of content that has been provided by
konten yang telah disediakan oleh Garuda Indonesia ke Garuda Indonesia to each passenger device. Furthermore,
masing-masing perangkat penumpang. Selain itu, Garuda Garuda Indonesia will give passengers a new sensation with
Indonesia akan memberikan sensasi baru kepada pada the on-board Virtual Reality (VR) on several international
penumpang dengan adanya Virtual Reality (VR) on-board route flights.
pada beberapa penerbangan rute internasional.
KEBIJAKAN, PENGUMUMAN DAN POLICIES, ANNOUNCEMENT, AND

PEMBAYARAN DIVIDEN PAYMENT OF DIVIDENDS
KEBIJAKAN DIVIDEN DIVIDEND POLICY

Pembagian dividen diputuskan melalui Rapat Umum Dividend distribution is resolved through the Annual General
Pemegang Saham Tahunan (RUPST). Perseroan memiliki Meeting of Shareholders (AGMS). The Company has a
kebijakan dividen yang didasarkan pada pemenuhan dividend policy based on fulfilling shareholders interests,
kepentingan pemegang saham, kecukupan modal serta capital adequacy, and the Company’s business development
rencana pengembangan usaha Perseroan. plans.
PENGUMUMAN DAN PEMBAYARAN ANNOUNCEMENT AND PAYMENT OF

DIVIDEN DIVIDENDS
Berdasarkan Rapat Umum Pemegang Saham Tahunan Based on the Annual General Meeting of Shareholders
(RUPST) tanggal 24 April 2019, pemegang saham (AGMS) on April 24, 2019, the shareholders agreed not to
menyetujui untuk tidak melakukan pembagian dividen distribute dividends from the 2018 fiscal year performance
dari kinerja tahun buku 2018 kepada pemegang saham to shareholders because the Company’s retained earnings
dikarenakan saldo laba Perseroan masih tercatat merugi. were recorded as a loss. Therefore, all of the Company’s
Oleh karenanya seluruh laba Perseroan setelah dikurangi profits after deducting the partnership and community
untuk program kemitraan dan bina lingkungan berdasarkan development programs based on the applicable laws and
peraturan perundangan yang berlaku, telah disisihkan regulations, have been set aside as retained earnings. While
sebagai saldo laba ditahan. Sedangkan penggunaan laba the use of the Company’s net income for the 2019 fiscal
bersih Perseroan tahun buku 2019 akan diputuskan dalam year will be resolved at the GMS in 2020.
RUPS pada tahun 2020.

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Tabel Pengumuman dan Pembayaran Dividen

Table of Announcement and Payment of Dividends
Uraian Tahun Buku 2018 Tahun Buku 2017 Tahun Buku 2016
Description Fiscal Year 2018 Fiscal Year 2017 Fiscal Year 2016
Laba/(Rugi)Bersih (USD)
(228.889.524) (213.389.678) 9.364.858
Net Profit/(Loss) (USD)
Jumlah Dividen (Rupiah Penuh)
- - -
Total Dividend (Full Rupiah)
Rasio Dividen (Payout Ratio)
- - -
Dividend Payout Ratio
Dividen per Saham
- - -
Dividend per Share
Tanggal Pengumuman Dividen
24 April 2019 19 April 2018 12 April 2017
Dividend Announcement Date
Tanggal Pembayaran Dividen
- - -
Dividend Payment Date
PROGRAM KEPEMILIKAN SAHAM EMPLOYEES AND MANAGEMENT

OLEH KARYAWAN DAN MANAJEMEN STOCK OWNERSHIP PROGRAM (ESOP/
(ESOP/MSOP) MSOP)
Sampai dengan akhir tahun 2019 Garuda belum memiliki Until the end of 2019, Garuda did not execute the stock
program kepemilikan saham oleh karyawan dan Manajemen ownership program for employees and/or management
(ESOP/MSOP). Dengan demikian, Garuda tidak menyajikan (ESOP/MSOP). Thus, Garuda does not present information
informasi dengan program kepemilikan saham oleh karyawan of employee and/or management stock ownership programs
dan/atau manajemen yang dilaksanakan perusahaan (ESOP/ (ESOP/MSOP) executed by the Company such as the number
MSOP) seperti jumlah saham ESOP/MSOP dan realisasinya, of ESOP/MSOP shares and the realization, time period,
jangka waktu, persyaratan karyawan dan/atau manajemen requirements of eligible employees and/or management,
yang berhak dan harga exercise. as well as exercise prices.
REALISASI PENGGUNAAN DANA HASIL REALIZATION OF USE OF PUBLIC

PENAWARAN UMUM OFFERING PROCEEDS
Sesuai dengan Peraturan Otoritas Jasa Keuangan No. In accordance with Financial Services Authority Regulation
30/POJK.04/2015 tanggal 16 Desember 2015 tentang No. 30/POJK.04/2015 dated 16 December 2015 on
Laporan Realisasi Penggunaan Dana Hasil Penawaran Realization Report of Use of Public Offering Proceeds and
Umum dan Keputusan Direksi PT Bursa Efek Jakarta No. Decision of Board of Directors of PT Bursa Efek Jakarta
Kep-306/BEJ/07-2004 tentang Peraturan BEI No. 1-E No. Kep-306/BEJ/07-2004 on BEI Regulation No. 1-E
mengenai Kewajiban Penyampaian Informasi tanggal 19 on Mandatory Submission of Information dated 19 July
Juli 2004. Perseroan telah menyampaikan Laporan Realisasi 2004, the Company already submitted the Realization
Penggunaan Dana Hasil Penawaran Umum tanggal 02 April Report of Use of Public Offering Proceeds dated 02 April
2019 dengan nomor surat GARUDA/JKTDF/20138/2019 2019 under the letter No. GARUDA/JKTDF/20138/2019
kepada PT Bursa Efek Indonesia. Dana hasil Penawaran to PT Bursa Efek Indonesia. The total proceeds from the
Umum seluruhnya (100%) telah dipergunakan Perseroan Public Offering (100%) have been used by the Company
untuk pengembangan armada dan belanja modal dengan for fleet development and capital expenditure with the
rincian sebagai berikut. following details.

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Tabel Realisasi Hasil Penawaran Umum

Table of Realization of Proceeds of Public Offering
(dalam jutaan Rupiah) | (in million Rupiah)
Rencana Penggunaan Dana Menurut Prospektus

Plan to Use the Proceeds According to Prospectus
Nilai Realisasi Hasil Penawaran Umum
Actual Value of Public Offering Proceeds
Pengembangan Armada Belanja Modal Perseroan
Fleet Development Company’s Capital Expenditure
Jenis
Penawaran Tanggal Security Deposit
Umum Efektif dan Biaya
No.
Type of Effective Jumlah Hasil Biaya Lain Terkait
Public Date Penawaran Penawaran Pengembangan
Entitas
Offering Umum Umum Hasil Bersih Pre Delivery Armada Perseroan
Total Anak Total
Total Public Public Net Proceeds Payment Security Company
Subsidiaries
Offering Offering Deposit and
Proceeds Cost Other Expenses
Related to Fleet
Development
1 2 3 4 5 6 7 8 9 10 11 12
Penawaran
1 Februari
Umum (IPO)
2011
1 Initial Public 3.300.000,00 112.979,60 3.187.020,40 2.079.552,4 470.063,83 2.549.616,32 461.184,08 176.220,00 637.404,08
February
Offering
1, 2011
(IPO)
Penawaran
Umum
Lanjutan
2 - - - - - - - - -
Secondary
Public
Offering
Penawaran
Umum
Dengan Hak
Memesan
Efek
Terlebih
Dahulu
3 - - - - - - - - - -
Public
Offering
with
Preemptive
Rights
(Right
Issue)
Jumlah
3.300.000,00 112.979,60 3.187.020,40 2.079.552,4 470.063,83 2.549.616,32 461.184,08 176.220,00 637.404,08
Total
INFORMASI TRANSAKSI MATERIAL INFORMATION ON MATERIAL

YANG MENGANDUNG BENTURAN TRANSACTIONS CONTAINING
KEPENTINGAN DAN/ATAU TRANSAKSI CONFLICT OF INTEREST AND/OR
DENGAN PIHAK AFILIASI TRANSACTIONS WITH AFFILIATED
PARTIES
TRANSAKSI BENTURAN KEPENTINGAN CONFLICT OF INTEREST TRANSACTIONS
Berdasarkan ketentuan Bapepam LK No.IX.E.1 tentang Pursuant to regulation of Bapepam-LK No. IX.E.1 on
Transaksi Afiliasi dan Benturan Kepentingan Transaksi Affiliated Transactions and Conflicts of Interest for Certain
Tertentu yang dimaksud Benturan Kepentingan adalah Transactions, Conflict of Interest refers to the difference
perbedaan antara kepentingan ekonomis Perusahaan between the Company’s economic interest and the personal
dengan kepentingan ekonomis pribadi anggota Direksi, economic interest of members of Board of Directors, members
anggota Dewan Komisaris, atau pemegang saham utama of Board of Commissioners, or major shareholders that may
yang dapat merugikan Perusahaan dimaksud. harm the referred Company.
Sampai dengan akhir tahun 2019 tidak terdapat transaksi Until the end of 2019, there were no transactions that met
yang memenuhi kategori benturan kepentingan. the category of conflict of interest.

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Financial Review
Tabel Realisasi Hasil Penawaran Umum

Table of Realization of Proceeds of Public Offering
(dalam jutaan Rupiah) | (in million Rupiah)
Realisasi Penggunaan Dana Menurut Prospektus

Realization of Proceeds According to Prospectus
Sisa Dana Hasil Penawaran Umum
Pengembangan Armada Belanja Modal Perseroan
Fleet Development Company’s Capital Expenditure
Security Deposit
dan Biaya
Lain Terkait
Pengembangan
Pre Delivery Perseroan Entitas Anak
Armada Total Total Deposito Giro
Payment Company Subsidiaries
Security Deposit
and Other Expenses
Related to Fleet
Development
13 14 15 16 17 18 19 20
2.079.552,4 470.063,83 2.549.616,32 461.184,08 176.220,00 637.404,08 - -
- - - - - - - -
- - - - - - - -
2.079.552,4 470.063,83 2.549.616,32 461.184,08 176.220,00 637.404,08 - -
TRANSAKSI AFILIASI AFFILIATED TRANSACTIONS

Afiliasi, adalah: Affiliates, are:
1. Hubungan keluarga karena perkawinan dan keturunan 1. Family relationship due to marriage and descendant
sampai derajat kedua, baik secara horizontal maupun to the second degree, both horizontally and vertically.
vertikal.
2. Hubungan antara Pihak dengan pegawai, direktur, 2. Relationship between the Party and employees,
atau komisaris dari Pihak tersebut. directors, or commissioners of that Party.
3. Hubungan antara 2 (dua) perusahaan dimana terdapat 3. Relationship between 2 (two) companies where there
satu atau lebih anggota Direksi atau Dewan Komisaris are one or more members of the Board of Directors or
yang sama. Board of Commissioners, who are the same.
4. Hubungan antara perusahaan dan Pihak, baik 4. Relationship between a company and a Party, directly or
langsung maupun tidak langsung, mengendalikan indirectly, that controls or is controlled by that company.
atau dikendalikan oleh perusahaan tersebut.
5. Hubungan antara 2 (dua) perusahaan yang dikendalikan, 5. Relationship between 2 (two) companies that are
baik langsung maupun tidak langsung, oleh Pihak yang controlled, directly or indirectly, by the same Party, or
sama, atau
6. Hubungan antara perusahaan dan pemegang saham 6. Relationship between the company and major
utama. shareholder.

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Berdasarkan ketentuan Bapepam LK No.IX.E.1 yang Pursuant to regulation of Bapepam-LK No. IX.E.1, Affiliated
dimaksud Transaksi Afiliasi adalah transaksi tertentu yang Transactions are certain transactions conducted by the
dilakukan oleh Perusahaan atau Perusahaan Terkendali Company or Controlled Company with Affiliated of the
dengan Afiliasi dari Perusahaan atau Afiliasi dari anggota Company or Affiliated of members of Board of Directors,
Direksi, anggota Dewan Komisaris, atau pemegang saham members of Board of Commissioners, or main shareholders
utama Perusahaan. of the Company.
Sampai dengan akhir tahun 2019, tidak terdapat transaksi Until the end of 2019, there were no transactions that met
yang memenuhi kategori transaksi dengan pihak terafiliasi. the category of affiliated transactions.
TRANSAKSI PIHAK BERELASI RELATED PARTY TRANSACTIONS

Pihak-pihak berelasi adalah orang atau entitas yang terkait Related parties are persons or entities related to the Company
dengan Perusahaan (entitas pelapor): (reporting entities):
1. Orang atau anggota keluarga dekatnya mempunyai 1. Person or the immediate family member has relations
relasi dengan entitas pelapor jika orang tersebut: to the reporting entity if the person:
a. Memiliki pengendalian atau pengendalian bersama a. Has joint control or control over the reporting
atas entitas pelapor; entity;
b. Memiliki pengaruh signifikan atas entitas pelapor; b. Has significant influence over the reporting entity;
atau or
c. Merupakan personil manajemen kunci entitas c. Is the key management personnel of the reporting
pelapor atau entitas induk dari entitas pelapor. entity or parent entity of the reporting entity.
2. Suatu entitas berelasi dengan entitas pelapor jika 2. An entity is related to the reporting entity if it meets
memenuhi salah satu hal berikut: one of the following criteria:
a. Entitas dan entitas pelapor adalah anggota dari a. The reporting entity and entity are members of
kelompok usaha yang sama (artinya entitas induk, the same business group (meaning the parent
entitas anak, dan entitas anak berikutnya saling entity, subsidiary, and subsequent subsidiary are
berelasi dengan entitas lainnya). related to one another).
b. Satu entitas adalah entitas asosiasi atau ventura b. One entity is an association entity or joint venture
bersama dari entitas lain (atau entitas asosiasi of another entity (or an association entity or joint
atau ventura bersama yang merupakan anggota venture which is a member of a business group,
suatu kelompok usaha, yang mana entitas lain of which the other entity is a member).
tersebut adalah anggotanya).
c. Kedua entitas tersebut adalah ventura bersama c. Both entities are joint ventures of the same third
dari pihak ketiga yang sama. party.
d. Satu entitas adalah ventura bersama dari entitas d. One entity is a joint venture of a third entity and
ketiga dan entitas yang lain adalah entitas asosiasi the other entity is an association entity of the
dari entitas ketiga. third entity.
e. Entitas tersebut adalah suatu program imbalan e. Such entity is a post employment benefit program
pasca kerja untuk imbalan kerja dari salah satu for employee benefit of one of the reporting
entitas pelapor atau entitas yang terkait dengan entities or entities related to the reporting entity.
entitas pelapor. Jika entitas pelapor adalah entitas If the reporting entity is the entity organizing the
yang menyelenggarakan program tersebut, maka program, then the sponsoring entity is also related
entitas sponsor juga berelasi dengan entitas to the reporting entity.
pelapor.
f. Entitas yang dikendalikan atau dikendalikan f. Entities controlled or jointly controlled by persons
bersama oleh orang yang diidentifikasi dalam identified in letter (a).
huruf (a).
g. Orang yang diidentifikasi dalam huruf (a) (i) g. Persons identified in letters (a) (i) have significant
memiliki pengaruh signifikan atas entitas atau influence over the entity or are the key management
merupakan personel manajemen kunci entitas personnel of the entity (or parent entity of the
(atau entitas induk dari entitas). entity).
h. Entitas, atau anggota dari kelompok yang mana h. Entity or member of a group to whom the entity
entitas merupakan bagian dari kelompok tersebut, is a part of that group provides key management
menyediakan jasa personel manajemen kunci personnel services to the reporting entity or to
kepada entitas pelapor atau kepada entitas induk the parent entity of the reporting entity.
dari entitas pelapor.

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NAMA PIHAK DAN SIFAT HUBUNGAN NAME OF PARTIES AND NATURE OF

BERELASI RELATIONSHIP
Berikut adalah nama pihak dan sifat hubungan berelasi Below are the names of parties and the nature of the
Perseroan: Company’s relationship:
1. Pemerintah Republik Indonesia melalui Kementerian 1. The Government of the Republic of Indonesia through the
Keuangan adalah pemegang saham utama Perseroan. Ministry of Finance is the Company’s main shareholder.
2. Seluruh entitas yang dimiliki dan dikendalikan oleh 2. All entities owned and controlled by the Ministry of Finance
Kementerian Keuangan Pemerintah Republik Indonesia of the Government of the Republic of Indonesia and
serta entitas dimana Kementerian Keuangan Pemerintah entities where the Ministry of Finance of the Government
Republik Indonesia memiliki pengaruh signifikan. of the Republic of Indonesia has significant influence.
3. PT Bank Mega Tbk dan PT Bank Mega Syariah adalah 3. PT Bank Mega Tbk and PT Bank Mega Syariah are
entitas sepengendalian dengan entitas pemegang saham entities under common control with shareholder entities
yang memiliki pengaruh signifikan terhadap perusahaan. that have significant influence on the company.
4. Berdasarkan perjanjian kerja sama pengelolaan 4. Based on a management cooperation agreement
manajemen di bulan Desember 2018 Perusahaan memiliki in December 2018, the Company has significant
pengaruh signifikan atas PT Sriwijaya Air. Pada bulan influence over PT Sriwijaya Air. In November 2019,
November 2019, pelaksanaan kerja sama manajemen the management cooperation was stopped because
tersebut dihentikan dikarenakan Sriwijaya Grup telah Sriwijaya Group had returned all its human resources
mengembalikan seluruh perwakilan sumber daya manusia representatives who were placed by Garuda, and
yang ditempatkan oleh Garuda dan oleh sebab itu, PT therefore, PT Sriwijaya Air was not a related party.
Sriwijaya Air bukan merupakan pihak berelasi.
5. Komisaris dan direksi merupakan personil manajemen 5. The Board of Commissioners and Board of Directors
kunci. are the key management personnel.
KEWAJARAN TRANSAKSI FAIRNESS OF TRANSACTION

Transaksi dilakukan berdasarkan persyaratan yang disetujui Transactions made based on terms agreed by both parties,
oleh kedua belah pihak, dimana persyaratan tersebut of which such terms may or may not be the same as other
dapat sama atau tidak sama dengan transaksi lain yang transactions made with third parties (arm’s length). The
dilakukan dengan pihak ketiga (arm’s length). Kewajaran fairness of transactions with related parties has been
transaksi dengan pihak berelasi telah dilakukan secara wajar conducted in a fair manner according to the laws and
sesuai peraturan perundang-undangan. Seluruh transaksi regulations. All significant transactions with related parties
signifikan dengan pihak-pihak berelasi telah diungkapkan have been disclosed in the notes to the consolidated financial
dalam catatan laporan keuangan konsolidasian. statements.
ALASAN DILAKUKAN TRANSAKSI REASONS FOR CONDUCTING TRANSACTIONS

Manajemen menganalisa bahwa seluruh transaksi dengan The Management analyzes that all transactions with related
pihak berelasi diperlukan guna mendukung kelancaran kegiatan parties are needed to support the Company’s operational
operasional Perseroan yang dapat mendorong kinerja finansial. activities which can encourage the financial performance.
REALISASI TRANSAKSI REALIZATION OF TRANSACTIONS

1. Rincian akun signifikan dengan pihak-pihak berelasi 1. Details of significant accounts with related parties
(pemerintah, entitas pemerintah atau dinyatakan lain) (government, government entities, or stated otherwise)
adalah sebagai berikut: are as follows:
Tabel Rincian akun signifikan dengan pihak-pihak Berelasi
Table of Details of Significant Account with Related Parties
(dalam USD penuh| in full USD)
Uraian 31 Desember 2019 31 Desember 2018

Description 31 December 2019 31 December 2018
Kas dan Setara Kas
PT Bank Rakyat Indonesia (Persero) Tbk 78.209.723 109.389.774
PT Bank Negara Indonesia (Persero) Tbk 70.306.474 54.150.906
PT Bank Mandiri (Persero) Tbk 64.335.947 26.674.090
Lain-lain 3.016.717 1.519.627
Others
Total 215.868.861 191.734.397
Persentase Terhadap Jumlah Aset 4,84% 4,61%
Percentage to Total Assets

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Kas Dibatasi Penggunaannya
Restricted Ash
PT Bank Rakyat Indonesia (Persero) Tbk 4.304.459 -
PT Bank Negara Indonesia (Persero) Tbk 1.347.486 555.960
Lain-lain - 13.963
Others
Total 5.651.945 569.923
Piutang Usaha
Trade Receivables
PT Gapura Angkasa 5.368.299 -
PT Sriwijaya Air - 55.396.555
Lain-lain 8.516.368 8.305.758
Others
Total 13.884.667 63.702.313
Persentase terhadap jumlah aset 0,31% 1,53%
Percentage to total assets
Tagihan Bruto Kepada Pelanggan
Gross Receivables from Customers
PT Sriwijaya Air - 43.562.832
Lain-lain 97.411 247.673
Others
97.411 43.810.505
Piutang Lain-Lain
Others Receivables
PT Asuransi Jasa Indonesia (Persero) 6.562.788 6.524.331
Lain-lain 3.838.305 979.269
Others
Total 10.401.093 7.503.600
Short-Term Loans
Total 540.095.474 534.973.151
Persentase Terhadap Jumlah Liabilitas 14,46% 15,22%
Percentage to Total Liabilities
Utang Usaha
Trade Payables
PT Pertamina (Persero) 377.771.451 239.237.055
Perum LPPNPI 15.907.688 3.980.156
PT Angkasa Pura II (Persero) 9.264.740 9.461.006
Lain-lain 5.922.834 4.867.901
Others
Total 428.233.049 257.546.118
Total 41.935.805 54.783.436

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Financial Review


Long-Term Loans
PT Indonesia Infrastructure Finance 33.214.172 43.095.010
PT Bank Rakyat Indonesia (Persero) Tbk - 462.675
Total 142.839.915 101.231.602
Pendapatan usaha dari pihak berelasi pada 31 Desember Operating revenues from related parties as of December 31,
2019 sebesar 0,87% dari total pendapatan usaha atau 2019, was 0,87% of the total operating revenues or valued
senilai USD39.637.753. Transaksi dengan PT Sriwijaya at USD39,637,753. Transactions with PT Sriwijaya Air is in
Air ini berupa transaksi jasa perawatan dan pemeliharaan the form of aircraft maintenance and treatment services,
pesawat, jasa ground-handling, jasa hotel, boga dan biro ground-handling services, hotel services, food and travel
perjalanan wisata, pendapatan transfer pax, jasa manajemen agents, pax transfer revenue, management services, and
serta jasa angkutan udara. Transaksi dengan Kementerian air transportation services. Transactions with the Ministry
Sekretariat Negara, TNI Angkatan Udara, PT PLN (Persero) of State Secretariat, Air Force, PT PLN (Persero) are related
terkait dengan jasa perawatan. to maintenance services.
2. Rincian beban usaha dari pihak berelasi sebagai berikut: 2. Details of operating expenses from related parties
are as follows:
Tabel Rincian Beban Usaha dari Pihak Berelasi
Table of Details of Operating Expenses with Related Parties

PT Pertamina (Persero) 1.006.918.686 1.202.945.062

PT Angkasa Pura II (Persero) 47.044.292 52.991.580
Perum LPPNPI 35.862.507 29.245.003
PT Angkasa Pura I (Persero) 30.192.567 25.411.706
BPJS 10.041.534 9.722.099
Lain-lain
29.759.078 26.912.936
Others
Total 1.166.808.258 1.347.228.386
Persentase Terhadap Jumlah Beban Usaha
26,46% 29,33%
Percentage to Total Operating Expenses
Transaksi dengan PT Pertamina (Persero) berupa Transactions with PT Pertamina (Persero) are in the form of
transaksi pembelian bahan bakar pesawat khususnya aircraft fuel purchase transactions, especially for domestic
rute domestik dan beberapa rute internasional routes and several international routes, while with PT
sedangkan PT Angkasa Pura I (Persero) dan PT Angkasa Angkasa Pura I (Persero) and PT Angkasa Pura II (Persero)
Pura II (Persero) berkaitan dengan jasa kebandaraan are related to airport services, and transactions with Perum
dan transaksi dengan Perum LPPNPI berkaitan dengan LPPNPI are related to air navigation services .
jasa navigasi udara.
Transaksi dengan PT Asuransi Bringin Sejahtera Transactions with PT Asuransi Jasa Indonesia (Persero)
Artamakmur, PT Asuransi Jasa Indonesia (Persero) and PT Tugu Pratama Indonesia are related to Group asset
dan PT Tugu Pratama Indonesia terkait dengan jasa insurance services.
asuransi aset Grup.

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3. Rincian beban keuangan dari pihak berelasi sebagai 3. Details of finance expenses from related parties are
berikut: as follows:
Tabel Rincian Beban Keuangan dari Pihak Berelasi

Table of Details of Finance Expenses with Related Parties


Total 34.950.205 32.462.299
Persentase Terhadap Jumlah Beban Non-Usaha
36,89% 37,19%
Percentage to Total Non-Operating Expenses
4. Renumerasi Dewan Komisaris dan Dewan Direksi 4. Remuneration of Board of Commissioners and Board
adalah sebagai berikut: of Directors is as follows:
Tabel Renumerasi Dewan Komisaris dan Dewan Direksi

Table of Renumeration of Board of Commissioners and Board of Directors

Komisaris
Commissioner
Imbalan Kerja Jangka Pendek
789.422 781.668
Short-Term Employee Benefits
Imbalan Kerja Pasca Kerja
154.769 149.580
Post-Employment Benefits
Total 944.191 931.248
Direksi
Board of Directors
Imbalan Kerja Jangka Pendek
1.765.422 1.775.241
Short-Term Employee Benefits
Imbalan Kerja Pasca Kerja
375.754 370.334
Post-Employment Benefits
Total 2.141.176 2.145.575
Persentase Terhadap Jumlah Beban Gaji, Tunjangan dan Imbalan Kerja Lainnya
0,55% 0,55%
Percentage to Total Salary Expenses, Allowances, and Other Employee Benefits
KEBIJAKAN MEKANISME REVIU ATAS MECHANISM POLICY TO REVIEW

TRANSAKSI TRANSACTIONS
Seluruh transaksi dengan Pihak Berelasi di tahun 2019 dan All transactions with Related Parties in 2019 and 2018 are
2018 merupakan transaksi yang wajar yang tercerminkan dari reasonable transactions that are reflected in the percentage
persentase aset, liabilitas dan beban usaha terkait transaksi of assets, liabilities, and operating expenses related to
dengan Pihak Berelasi bila dibandingkan dengan jumlah transactions with Related Parties. When compared to the
keseluruhannya tidak memberikan dampak yang signifikan. total amount, it does not have a significant impact. The
Manajemen menganalisa bahwa seluruh transaksi dengan Management analyzes that all transactions with Related
Pihak Berelasi diperlukan guna mendukung kelancaran Parties are needed to support the Company’s operational
kegiatan operasional Perseroan yang dapat mendorong activities which can encourage financial performance in
kinerja finansial pada tahun buku 2019 dan 2018. fiscal years of 2019 and 2018.

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PEMENUHAN PERATURAN TERKAIT COMPLIANCE WITH RELATED REGULATIONS

Selain berdasarkan persentase dari jumlah Aset, Liabilitas In addition to based on a percentage of total Assets,
dan Pendapatan, Perseroan tunduk pada ketentuan pasar Liabilities, and Revenues, the Company is subject to the
modal dalam melakukan review atas transaksi dengan Pihak capital market regulations in reviewing transactions with
Berelasi yaitu peraturan Bapepam IX.E.1 tentang Transaksi Related Parties, which is Bapepam regulation No. IX.E.1 on
Afiliasi dan Benturan Kepentingan Tertentu. Affiliated Transactions and Conflicts of Interest.
Berdasarkan review yang telah dilaksanakan pada tahun Based on reviews performed in fiscal years of 2019 and
buku 2019 dan 2018, Perseroan menganalisa bahwa 2018, the Company analyzes that all transactions with
seluruh transaksi dengan Pihak Berelasi pada 2 (dua) tahun Related Parties in these 2 (two) years have fulfilled the
tersebut telah memenuhi peraturan dan ketentuan terkait. relevant rules and regulations.
Berdasarkan review yang telah dilaksanakan pada tahun Based on reviews performed in fiscal years of 2019 and
buku 2019 dan 2018, Manajemen menganalisa bahwa 2018, the Management analyzes that all transactions with
seluruh transaksi dengan Pihak Berelasi di pada 2 (dua) tahun Related Parties in these 2 (two) years have fulfilled the
tersebut telah memenuhi peraturan dan ketentuan terkait. relevant rules and regulations.
ASPEK PERPAJAKAN TAX ASPECTS
PUBLIKASI PEMBAYARAN PAJAK PUBLICATION OF TAX PAYMENT

Perseroan dalam kegiatan operasionalnya telah menjalankan The Company in its operational activities has implemented
Tata Kelola Perusahaan Yang Baik (Good Corporate Good Corporate Governance, which is conducted in a
Governance) yang dilakukan secara transparan dan transparent and accountable manner, especially in managing
akuntabel khususnya dalam mengelola hak dan kewajiban taxation rights and obligations, which are conducted in
perpajakannya yang dilakukan sesuai dengan peraturan accordance with the applicable regulations.
yang berlaku.
PEMBAYARAN PAJAK TAX PAYMENTS

Total Pembayaran Pajak periode Januari sampai dengan Total Tax Payment for the period of January to December
Desember 2019, sebagai berikut. 2019 is as follows.
Tabel Pembayaran Pajak

Table of Tax Payment
(dalam jutaan Rupiah | in million Rupiah)
Uraian Pajak Tahun 2019

Tax Description Year 2019
PPh Pasal 25
-
Article 25 Income Tax
PPh Pasal 21
292.339
PPh Pasal 22
978
PPh Pasal 23
105.000
PPh Pasal 26
48.244
PPh Pasal 4 ayat 2
7.230
Article 4 paragraph (2) Income Tax
PPh Pasal 15
-
PPh Pasal 29
-
PPN
897.676
VAT
Pajak Daerah, Bea Cukai dan Pajak Lainnya
6.453
Regional Taxes, Customs, and Other Taxes
Total 1.357.921

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PERUBAHAN PERATURAN AMENDMENTS TO LAWS AND

PERUNDANG-UNDANGAN DAN REGULATIONS AND THEIR IMPACTS
DAMPAKNYA
Pada tahun 2019, Pemerintah, Menteri Badan Usaha Milik In 2019, the Government, the Minister of State-Owned
Negara, Menteri Perhubungan telah menerbitkan sejumlah Enterprises, the Minister of Transportation issued a number
peraturan yang memiliki dampak signifikan bagi Perseroan of regulations which have a significant impact on the
seperti dijabarkan berikut ini: Company as outlined below:
Tabel Perubahan Peraturan Perundang-Undangan

Table of Amendments to Laws and Regulations
Dampak Perubahan
Peraturan Perundang- Informasi
Nama Peraturan
Undangan terhadap Garuda Penyesuaian Yang
Perundang-Undangan Isi Peraturan Dilakukan
Name of Laws and Content of Regulation Impact of Amendments to
Information on
Regulations Laws and Regulations to
Adjustment Made
Garuda
Peraturan Pemerintah • Perubahan terhadap Peraturan pemerintah Nomor 82 Perubahan peraturan ini tidak Perseroan melakukan
Nomor 71 Tahun 2019 Tahun 2012 tentang Penyelenggaraan Sistem dan Transaksi berdampak signifikan terhadap proses pengelolaan,
tentang Penyelenggaraan Elektronik. Perseroan. pemrosesan dan/
Sistem dan Transaksi • Peraturan ini mengatur mengenai penyelenggaraan system This amendment has no atau penyimpanan
Elektronik. elektronik dan privat yang meliputi penyelenggara system significant impact on the sistem elektronik dan
Government Regulation elektronik public dan privat. Ketentuan yang diubah salah Company. data elektronik sesuai
No. 71 of 2019 concerning satunya adalah terkait pengelolaan, pemrosesan dan/atau dengan peraturan
the Electronic Systems and penyimpanan system elektronik dan data elektronik oleh tersebut.
Transactions. penyelenggaraan system elektronik privat di dalam atau di luar The Company carries
wilayah Indonesia. out the process of
• Amendment to Government Regulation No. 82 of 2012 managing, processing
concerning the Electronic Transactions and Systems. and/or storing
• This regulation regulates the administration of electronic and electronic systems
private systems which include public and private electronic and electronic data in
systems. One of the amended provisions is related to the accordance with this
management, processing and/or storage of electronic systems regulation.
and electronic data by organizing private electronic systems
inside or outside the territory of Indonesia.
Keputusan Menteri • Menetapkan Tarif Batas Atas Penumpang Pelayanan Kelas Perubahan peraturan ini Perseroan telah
Perhubungan Nomor KM Ekonomi Angkutan Udara Niaga Berjadwal Dalam Negeri berdampak signifikan terhadap mengikuti besaran tarif
106 Tahun 2019 tentang untuk setiap rute penerbangan. Perseroan khususnya terhadap penumpang pelayanan
tarif batas atas penumpang • Selain penetapan tarif batas diatur juga tarif batas bawah penentuan harga tiket untuk kelas ekonomi pada rute
pelayanan kelas ekonomi penumpang pelayanan kelas ekonomi yang dapat diterapkan penumpang domestik. yang dilayani.
angkutan udara niaga oleh Badan Usaha Angkutan Udara Niaga Berjadwal dengan This amendment has a significant The Company has
berjadwal dalam negeri. ketentuan paling sedikit 35% (tiga puluh lima persen) dari tarif impact on the Company, in followed the economy
The Regulation of Minister of batas atas sesuai kelompok pelayanan yang ditetapkan. particular on the determination class service passenger
Transportation No. KM 106 • Determine the Upper Limit Rate for Passengers of Economy of ticket prices for domestic tariff on the routes
of 2019 concerning upper Class Services for Domestic Scheduled Commercial Air passengers. served.
limit tariff for passengers Transport for each flight route.
in economy class services • In addition to the stipulation of tariff limit, also regulates the
for scheduled commercial lower limit for passengers of economy class services that
air transportation in the can be applied by the Scheduled Commercial Air Transport
country. Business Entity which is set at least 35% (thirty-five percent) of
the upper limit tariff according to the specified service groups.
Peraturan Menteri Garuda sebagai badan usaha angkutan udara memiliki tanggung • Untuk menjamin keamanan Perseroan telah
Perhubungan No PM jawab terhadap keamanan kargo dan pos yang diangkut dan kiriman kargo. melaksanakan,
59 Tahun 2019 tentang didalam melaksanakan tanggung jawabnya ada beberapa langkah • Melindungi barang produksi memelihara, dan
Perubahan atas Peraturan keamanan yang harus dilaksanakan yang terdiri dari: yang akan dikirim sebagai mempertahankan
Menteri Perhubungan • Pengendalian keamanan (security control) kargo udara. program keamanan
Nomor PM 53 Tahun 2017 • Pemeriksaan keamanan (security screening) • To guarantee the safety of kargo dan pos dan
tentang Pengamanan Kargo • Pengamanan dan pengendalian transportasi darat cargo shipments. standar prosedur
dan Pos Serta Rantai Pasok Garuda as an air transport business entity has the responsibility for • Protect the production goods pelaksanaan
(Supply Chain) Kargo dan the security of cargo and posts being transported and in carrying that will be sent as air cargo. pemeriksaan keamanan
Pos Yang Diangkut Dengan out its responsibilities there are several security measures that kargo dan pos sesuai
Pesawat Udara. must be implemented which consist of: dengan peraturan
The Regulation of Minister • Security control tersebut.
of Transportation No. PM • Security screening The Company
59 of 2019 concerning • Security and control of land transportation has implemented,
Amendment to Minister of preserved, and
Transportation Regulation maintained the cargo
No. PM 53 of 2017 and post security
concerning Cargo and program and standard
Posts Security and Cargo procedures for carrying
Supply Chains and Posts out cargo and post
Transported by Aircraft. security checks in
accordance with this
regulation.

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Tabel Perubahan Peraturan Perundang-Undangan

Table of Amendments to Laws and Regulations
Dampak Perubahan
Peraturan Perundang- Informasi
Nama Peraturan
Undangan terhadap Garuda Penyesuaian Yang
Perundang-Undangan Isi Peraturan Dilakukan
Name of Laws and Content of Regulation Impact of Amendments to
Information on
Regulations Laws and Regulations to
Adjustment Made
Garuda
Peraturan Menteri Badan Peraturan ini mencabut Peraturan Menteri Badan Usaha Milik Perubahan peraturan ini Perseroan telah
Usaha Milik Negara Negara Nomor PER-05/MBU/2008 tentang Pedoman Umum berdampak signifikan terhadap meratifikasi Peraturan
Republik Indonesia Nomor Pelaksanaan Pengadaan Barang dan Jasa Badan Usaha Milik Perseroan khususnya terhadap ini dalam RUPSLB
PER-08/MBU/12/2019 Negara dan perubahannya. kegiatan pengadaan barang dan tanggal 22 Januari
tentang Pedoman Umum Peraturan ini memuat tentang pedoman umum pelaksanaan jasa di Perseroan yang harus 2020 dan dalam tahap
Pelaksanaan Pengadaan pengadaan barang dan jasa Badan Usaha Milik Negara, yang mengutamakan penggunaan membuat penyesuaian
Barang dan Jasa Badan diantaranya menambahkan ketentuan mengenai penggunaan produk dalam negeri. atas peraturan
Usaha Milik Negara produk dalam negeri, monitoring penggunaan produk dalam This amendment has a significant pengadaan yang
The Regulation of negeri dan preferensi harga. impact on the Company, berlaku di perusahaan.
Minister of State-Owned This regulation revoked the Regulation of Minister of State- especially on the procurement The Company has
Enterprises of the Republic Owned Enterprises No. PER-05/MBU/2008 concerning General of goods and services in the ratified this Regulation
of Indonesia No. PER-08/ Guidelines for the Implementation of Procurement of Goods and Company which must prioritize at the EGMS on
MBU/12/2019 concerning Services of State-Owned Enterprises and their amendments. the use of domestic products. January 22, 2020
General Guidelines for This regulation contains general guidelines for the procurement and is in the stage of
the Implementation of of goods and services of State-Owned Enterprises, which include making adjustments
Procurement of Goods and adding provisions on the use of domestic products, monitoring the to the procurement
Services of State-Owned use of domestic products and price preferences. regulations applicable in
Enterprises the Company.
Amandemen Konvensi • Perubahan mengenai kenaikan batasan tanggungjawab Perubahan peraturan ini Perseroan telah
Montreal 1999 tanggal 28 maskapai terkait ganti rugi atas kerugian yang dialami berdampak signifikan terhadap menyesuaikan nilai
Desember 2019 penumpang dan barang yang dinilai dalam satuan Special Perseroan yaitu adanya kenaikan ganti rugi atas
Amendments to the 1999 Drawing Rights (SDR). nilai tanggung jawab maskapai kerugian yang dialami
Montreal Convention dated • Secara garis besar perubahan atas nilai ganti rugi oleh atas kerugian yang dialami penumpang dan
December 28, 2019 maskapai tersebut adalah sebagai berikut: penumpang dan barang untuk barang yang diangkut
• Changes regarding the increase in airline liability limits related pengangkutan rute internasional. untuk penerbangan
to compensation for losses suffered by passengers and goods This amendment has a significant internasional sesuai
valued in the Special Drawing Rights (SDR) unit. impact on the Company, namely ketentuan dalam
• In general, changes to the value of compensation by the airline an increase in the value of amandemen Konvensi
are as follows: the airline’s liability for losses Montreal 1999
suffered by passengers and tersebut.
goods for international routes The Company
transportation. has adjusted the
Batasan SDR Yang Baru (efektif
28 Desember 2019) compensation value
Jenis Kewajiban (Dalam SDR) for losses suffered
Type of Liability Limit of New SDR (effective as of by passengers and
December 28, 2019) goods transported for
(In SDR) international flights
in accordance with
Kematian/Cacat Tubuh/ 128,821 per penumpang/ the amendments to
Death/Bodily Injury per passenger the 1999 Montreal
Convention.
5,346 per penumpang/
Keterlambatan/Delay
per passenger
1,288 per penumpang/

Bagasi/Baggage
per passenger
22 per kilogram/
Kargo/Cargo
per passenger

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PERUBAHAN KEBIJAKAN AKUNTANSI AMENDMENTS TO ACCOUNTING

PRINCIPLES
PENERAPAN STANDAR AKUNTANSI IMPLEMENTATION OF NEW FINANCIAL

KEUANGAN BARU ACCOUNTING STANDARDS
ALASAN PENERAPAN REASONS FOR IMPLEMENTATION

Penerapan standar akuntansi keuangan dilakukan untuk The financial accounting standards are implemented in
mematuhi PSAK yang berlaku dalam tahun berjalan, order to comply with PSAK applicable in the current year.
Perseroan telah menerapkan sejumlah amandemen dan The Company has applied a number of amendments and
interpretasi standar akuntansi yang relevan dengan interpretations of the accounting standards that are relevant
operasinya dan efektif untuk periode akuntansi yang dimulai to its operations and effective for the accounting period
pada atau setelah 1 Januari 2019. beginning on or after January 1, 2019.
PERUBAHAN STANDAR AKUNTANSI AMENDMENTS TO NEW FINANCIAL

KEUANGAN BARU ACCOUNTING STANDARDS
Standar dan interpretasi yang telah diterbitkan, dan yang The standards and interpretations that have been issued,
berlaku efektif untuk tahun buku yang dimulai pada atau and which are effective for the fiscal year beginning on
setelah tanggal 1 Januari 2019 yang relevan terhadap or after January 1, 2019, that are relevant to the Group’s
operasi Grup namun tidak berdampak material terhadap operations but have no material impact on Garuda Indonesia
laporan keuangan konsolidasian Garuda Indonesia Grup Group’s consolidated financial statements are as follows:
adalah sebagai berikut:
1. Amandemen PSAK 22 ”Kombinasi Bisnis” 1. Amendment to PSAK 22 “Business Combination”;
2. Amandemen PSAK 24 ”Imbalan Kerja” 2. Amendment to PSAK 24 “Employee Benefits”;
3. Amandemen PSAK 46 “Pajak Penghasilan” 3. Amendment to PSAK 46 “Income Tax”;
4. Amandemen PSAK 66 “Pengendalian Bersama” 4. Amendment to PSAK 66 “Joint Arrangements”;
5. ISAK 33 ”Transaksi Valuta Asing dan Imbalan di Muka” 5. ISAK 33, “Foreign Currency Transactions and Advance
Benefits”;
6. ISAK 34 ”Ketidakpastian dalam Perlakuan Pajak Penghasilan 6. ISAK 34 “Uncertainty over Income Tax Treatments”.
DAMPAK STANDAR AKUNTANSI KEUANGAN IMPACT OF NEW FINANCIAL ACCOUNTING

BARU STANDARDS
Penerapan PSAK dan ISAK tersebut di atas tidak memiliki The implementation of PSAK and ISAK above does not have
dampak yang signifikan terhadap jumlah yang dilaporkan a significant impact on the amount reported and disclosed
dan diungkapkan pada laporan keuangan periode berjalan in the financial statements for the current period or the
atau periode tahun sebelumnya. previous year period.
PERUBAHAN KEBIJAKAN AKUNTANSI DAN AMENDMENTS TO ACCOUNTING

DAMPAKNYA PRINCIPLES AND THE IMPACT
Selama tahun 2019, tidak terdapat perubahan kebijakan Throughout 2019, there were no changes in accounting
akuntansi sehingga tidak terdapat dampak atas perubahan policies, therefore, there was no impact from changes in
kebijakan akuntansi. accounting policies.

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INFORMASI KELANGSUNGAN USAHA BUSINESS CONTINUITY INFORMATION
HAL-HAL YANG BERPOTENSI BERPENGARUH MATTERS WITH POTENTIAL SIGNIFICANT

TERHADAP KELANGSUNGAN USAHA IMPACT TO THE BUSINESS CONTINUITY
Di tahun 2019, Garuda Indonesia Grup menghasilkan In 2019, Garuda Indonesia Group made a profit of USD6.46
laba sebesar USD6,46 juta (2018: rugi USD 228.89 million (2018: loss of USD 228.89 million). The increased
juta). Peningkatan profitabilitas dicapai terutama melalui profitability was achieved mainly through improvements of
perbaikan
1. Manajemen harga tiket 1. Ticket price management;
2. Program efisiensi biaya dan 2. Cost efficiency program; and
3. Pengurangan frekuensi penerbangan 3. Reduction of flight frequency.
Strategi tersebut berdampak pada kenaikan passenger This strategy has an impact on increasing passenger yield,
yield, penurunan rerata kursi tersedia per kilometer decreasing average available seats per kilometer (ASK),
(ASK), kenaikan rerata faktor muat penumpang (SLF) dan increasing average seat load factor (SLF), and reducing
penurunan biaya operasi. operating costs.
Pada tanggal 31 Desember 2019, Garuda Indonesia Grup On December 31, 2019, Garuda Indonesia Group had a
memiliki modal kerja negatif sebesar USD2,12 miliar (2018: negative working capital of USD2.12 billion (2018: USD1.98
USD1,98 miliar). Modal kerja negatif terutama disebabkan billion). The negative working capital was mainly due
oleh pinjaman jangka panjang Perseroan yang akan jatuh to the Company’s long-term loans that will mature in
tempo di tahun 2020 dan pinjaman jangka panjang GMF 2020 and GMF’s long-term loans that are classified as
diklasifikasikan sebagai liabilitas jangka pendek karena short-term liabilities because GMF cannot meet certain
GMF tidak dapat memenuhi rasio keuangan tertentu yang financial ratios required by lenders. In addition, some of
disyaratkan oleh pemberi pinjaman. Selain itu, beberapa the Company’s loans that mature in 2020 do not meet the
pinjaman Perusahan yang jatuh tempo di tahun 2020 tidak financial restrictions.
memenuhi pembatasan keuangan.
Sebagai bagian dari usaha berkesinambungan untuk As part of a continuing effort to deal with and manage the
menghadapi dan mengelola kondisi di atas, Garuda Indonesia conditions above, Garuda Indonesia Group is taking the
Grup mengambil langkah-langkah yang telah dan akan steps that have been and will be carried out in a sustainable
dilaksanakan secara berkelanjutan sebagai berikut: manner as follows:
1. Optimalisasi pendapatan penumpang berjadwal dari 1. Optimizing scheduled passenger revenue from
rute-rute tertentu dengan meningkatkan harga jual certain routes by increasing average selling prices
rata-rata dan optimalisasi produksi. and optimizing production.
2. Menumbuhkan pendapatan kargo berjadwal dengan 2. Growing scheduled cargo revenue by increasing
meningkatkan harga jual rata-rata serta fokus pada average selling prices, focusing on a higher market,
pasar yang lebih tinggi dan mengoptimalkan rute and optimizing routes with low achievements.
dengan pencapaian yang rendah.
3. Meningkatkan revenue charter yang berkelanjutan 3. Increasing sustainable charter revenue by entering
dengan membuat kerjasama kemitraan jangka panjang. long-term cooperative partnerships.
4. Meningkatkan arus kas dengan mengganti cadangan 4. Increasing cash flow by replacing maintenance reserves
pemeliharaan dengan jaminan pembayaran (SBLC) with collateral payments (SBLC) from banks.
dari pihak perbankan.
5. Secara aktif mencari alternatif pendanaan terkait utang 5. Actively looking for alternative funding related to debt
dan pinjaman yang akan jatuh tempo. and loans that will due.

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6. Sinergi Garuda Indonesia Grup melalui keselarasan rute 6. Synergizing Garuda Indonesia Group through route
dan penetapan jadwal penerbangan yang disesuaikan alignment and flight schedules that are adjusted to
dengan permintaan pasar. market demand.
7. Re-negosiasi kontrak pesawat dengan lessor untuk 7. Re-negotiating aircraft contracts with lessors to reduce
menurunkan biaya sewa pesawat. aircraft rental costs.
Tantangan-tantangan berikut ini diluar kendali Garuda The following challenges are outside the control of Garuda
Indonesia Grup dan dapat memberikan dampak buruk Indonesia Group and can have a negative impact on the
terhadap kinerja keuangan dan kemampuan Grup dalam Group’s financial performance and ability to maintain its
mempertahankan kelangsungan usahanya: business continuity:
1. Kebijakan Pemerintah tentang Tarif Batas Atas dan 1. Government policies on Upper Limit and Lower Limit
Tarif Batas Bawah yang memengaruhi fleksibilitas Tariffs that affect the flexibility of Garuda Indonesia
Garuda Indonesia Grup dalam mengelola harga tiket Group in managing ticket prices for domestic flights.
untuk penerbangan domestik.
2. Volatilitas harga avtur yang memengaruhi arus kas 2. Avtur price volatility that affects cash flow and flight
dan beban operasional penerbangan. operations expenses.
3. Volatilitas kurs Rupiah terhadap USD yang memengaruhi 3. The volatility of Rupiah exchange rate against USD
arus kas operasional dan pendapatan usaha. which affects operating cash flow and operating
revenue.
4. Persaingan ketat dalam penerbangan internasional 4. Tight competition in international flights.
5. Epidemi COVID-19 yang berakibat masyarakat 5. The COVID-19 epidemic resulted in people facing
menghadapi pembatasan perjalanan untuk rute-rute travel restrictions for certain flight routes and avoiding
penerbangan tertentu dan menghindari perjalanan yang unnecessary trips. This includes a temporary ban on
tidak penting. Hal ini termasuk larangan sementara religious visits to Saudi Arabia.
kunjungan keagamaan ke Arab Saudi.
Manajemen Garuda Indonesia Grup secara aktif memantau The Management of Garuda Indonesia Group actively
situasi di atas dan mengeksplorasi opsi-opsi berikut untuk monitors the above situation and explores the following
mengantisipasi penurunan jumlah penumpang yang options to anticipate a significant reduction in the number
signifikan akibat dari epidemi COVID-19: of passengers due to the COVID-19 pandemic:
1. Penyesuaian kapasitas. 1. Capacity adjustment.
2. Diskon untuk rute-rute penerbangan tertentu. 2. Discounts on certain flight routes.
3. Optimalisasi potensi untuk layanan kargo dan charter. 3. Optimization of potential for cargo and charter services.
4. Koordinasi erat dengan Pemerintah. 4. Close coordination with the Government.
5. Efisiensi biaya dan negosiasi ulang dengan vendor- 5. Cost efficiency and renegotiation with Garuda Indonesia
vendor Garuda Indonesia Grup. Group vendors.
Kemampuan Garuda Indonesia Grup untuk mempertahankan The ability of Garuda Indonesia Group to maintain its
kelangsungan usahanya dan menghadapi tantangan- business continuity and deal with external challenges
tantangan eksternal di atas bergantung pada kemampuan above depends on the ability of Garuda Indonesia Group
Garuda Indonesia Grup untuk menghasilkan arus kas yang to generate sufficient cash flow to pay liabilities in a timely
cukup untuk membayar liabilitas secara tepat waktu dan manner and comply with the terms and conditions of loan
mematuhi persyaratan dan ketentuan perjanjian kredit, agreement, as well as the ability of Garuda Indonesia Group
serta kemampuan Garuda Indonesia Grup memperbaiki to improve operations, performance, and financial position.
operasi, kinerja, dan posisi keuangannya.

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Sepanjang tahun 2019, Perseroan tidak memiliki hal- Throughout 2019, there were no issues that potentially
hal yang berpotensi berpengaruh signifikan terhadap affected the Company’s business continuity significantly.
kelangsungan usahanya. Hal tersebut dapat dilihat dari This can be seen from the achievement of optimal and
pencapaian kinerja operasional dan finansial Perseroan yang improved operational and financial performance of the
optimal dan meningkat di tahun 2019. Perseroan yakin akan Company in 2019. The Company is confident of its business
kelangsungan usahanya meski di tahun 2019 volatilitas harga continuity even though in 2019 the commodity price
komoditas terutama bahan bakar pesawat masih terjadi. volatility, especially aircraft fuel, continued. The increase
Peningkatan harga bahan bakar ini sangat dipengaruhi in fuel prices is greatly influenced by crude oil reserves and
cadangan minyak mentah dan kondisi perekonomian dunia. world economic conditions. Until the end of 2019, there
Sampai dengan akhir tahun 2019, Perseroan tidak memiliki were no issues that potentially affected the Company’s
hal-hal yang berpotensi berpengaruh signifikan terhadap business continuity significantly.
kelangsungan usaha.
ASSESSMENT MANAJEMEN ATAS HAL- MANAGEMENT ASSESSMENT ON MATTERS

HAL YANG BERPENGARUH SIGNIFIKAN WITH SIGNIFICANT IMPACT TO BUSINESS
TERHADAP KELANGSUNGAN USAHA CONTINUITY
Perseroan senantiasa melakukan evaluasi dan penilaian atas The Company always evaluates and assesses the Company’s
kemampuan Perseroan untuk melanjutkan kelangsungan ability to continue its business sustainability and believes
usahanya dan berkeyakinan bahwa Perseroan memilki sumber that the Company has the resources to continue its business
daya untuk melanjutkan usahanya di masa mendatang. in the future. The assessment is carried out based on various
Assessment dilakukan dengan berdasarkan berbagai faktor factors such as analysis of strength of financial and non-
seperti analisis kekuatan kondisi keuangan maupun non financial conditions and achievement of the Company’s
keuangan serta pencapaian kinerja operasional dan finansial operational and financial performance. Based on the
Perseroan. Berdasarkan hasil assessment, Manajemen assessment results, the Company’s Management does
Perseroan tidak melihat adanya ketidakpastian material not see any material uncertainty that can cause significant
yang dapat menimbulkan keraguan yang signifikan terhadap doubts on the Company’s ability to continue its business.
kemampuan Perseroan untuk melanjutkan usahanya.
ASUMSI YANG DIGUNAKAN MANAJEMEN ASSUMPTION USED BY MANAGEMENT IN

DALAM MELAKUKAN ASSESMENT CONDUCTING ASSESSMENT
Asumsi yang mendasari manajemen dalam meyakini Assumptions underlying the Management in believing that
bahwa tidak terdapat hal-hal yang berpotensi berpengaruh there are no potential matters may significantly influence
signifikan terhadap kelangsungan usaha adalah sebagai the business continuity are as follows:
berikut:
1. Kondisi perekonomian global, nasional dan industri 1. Global and national economic conditions, and banking
perbankan, khususnya penerbangan. industries, especially airlines.
2. Analisis Strength Weakness Opportunity Threats 2. Strength Weakness Opportunity Threats (SWOT)
(SWOT) dalam menentukan posisi Garuda Indonesia analysis in determining Garuda Indonesia’s position
pada industri penerbangan. in the aviation industry.

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TINGKAT KESEHATAN PERSEROAN COMPANY SOUNDNESS LEVEL

Penilaian atas kinerja Direksi berdasarkan ketentuan In assessing Board of Directors’ performance is based on
surat KBUMN No.S08/S.MBU/2013. Dewan Komisaris the provision of KBUMN letter No.S08/S.MBU/2013. The
mempertimbangkan beberapa faktor yaitu aspek keuangan Board of Commissioners considers several factors, which
dan pasar, aspek fokus pelanggan, efektivitas produk dan are financial and market aspects, aspects of customer focus,
proses, fokus tenaga kerja dan aspek kepemimpinan, tata product and process effectiveness, workforce focus, and
kelola, dan tanggung jawab kemasyarakatan. aspects of leadership, governance, and social responsibility.
Dari aspek keuangan dan pasar, Perseroan telah berhasil From the financial and market aspects, the Company
meningkatkan pendapatan usaha tahun 2019 sebesar succeeded in increasing operating revenues in 2019 by
USD4,57 miliar, meningkat 5,59% dibandingkan dengan USD4.57 billion, an increase of 5.59% compared to that
tahun 2018 sebesar USD4,33 miliar. Peningkatan of 2018 of USD4.33 billion. The increase in operating
pendapatan usaha tersebut kemudian diikuti dengan revenue was then followed by an increase in income for
peningkatan laba tahun berjalan tahun 2019 yang mencapai the year 2019 which reached USD6.46 million, an increase
USD6,46 juta, meningkat sebesar 102,82% dibandingkan of 102.82% compared to that of 2018, which suffered a
tahun 2018 mengalami kerugian sebesar USD228,89 loss of USD228.89 million. Financial position in 2019,
juta. Posisi keuangan pada tahun 2019, Perseroan telah the Company succeeded in increasing Assets and Equity.
berhasil meningkatkan aset dan ekuitas. Aset tahun 2019 Asset in 2019 was USD4.46 billion, an increase of 7.22%
mencapai USD4,46 miliar meningkat 7,22% dibandingkan compared to that of 2018 which was USD4 billion. Equity
tahun 2018 yang mencapai USD4,15 miliar. Ekuitas tahun in 2019 reached USD720.62 million, an increase of 12.63%
2019 mencapai USD720,62 juta, meningkat 12,63% compared to that of 2018 which was USD639.81 million.
dibandingkan tahun 2018 yang mencapai USD639,81 juta.
Dari aspek fokus pelanggan, meskipun pangsa pasar di From the customer focus aspect, although the market
Indonesia mengalami penurunan dibandingkan tahun 2018, share in Indonesia decreased compared to that of 2018,
namun Perseroan berhasil meningkatkan pangsa pasar the Company managed to increase the Group’s domestic
domestik Group sebesar 3,22% dibanding tahun 2018. market share by 3.22% compared to that of 2018. In
Pada tahun 2019, Garuda Indonesia domestik memiliki 2019, Garuda Indonesia domestically had a market share
pangsa pasar sebesar 29,14% sedangkan Citilink sebesar of 29.14% while Citilink of 13.26%, thus in total, the
13,26% sehingga secara total Perseroan memiliki pangsa Company had a domestic market share of 42.40%. This
pasar domestik sebesar 42,40% peningkatan pangsa increase in domestic market share was in line with the
pasar domestik ini seiring dengan peningkatan kepuasan increase in customer satisfaction with the services provided
pelanggan terhadap pelayanan yang diberikan Perseroan by the Company as a Group.
secara Group.
Selain itu Garuda Indonesia juga mencapai The Best on Furthermore, Garuda Indonesia achieved the Best On Time
Time Performance (OTP) sebagai five star airline dengan Performance (OTP) as a five-star airline with OTP value of
nilai OTP sebesar 91,6% tertinggi di dunia sesuai dengan 91.6%, the highest in the world according to the official
penghargaan yang resmi diberikan oleh Official Airline award given by the Official Airline Guide Flight View on
Guide Flight View pada 27 Juni 2019. June 27, 2019.
Berdasarkan aspek efektivitas produk dan proses, Cost per Based on aspects of product and process effectiveness,
unit ASK (CASK) sebesar 6,42 USc mengalami peningkatan the Cost per unit of ASK (CASK) of USc 6.42 increased
sebesar 5,25% dibandingkan dengan tahun 2018 hal ini by 5.25% compared to that of 2018. This was due to
disebabkan oleh penyesuaian kapasitas produksi yang the adjustment of production capacity performed by the
dilakukan Perseroan. Namun di sisi lain Perseroan dapat Company. However on the other hand, the Company can
menutupi kenaikan biaya per unit dengan meningkatkan cover the increase in unit costs by increasing yields to
yield untuk menjaga profitabilitas perseroan dan melakukan maintain the Company’s profitability and perform operational
efisiensi biaya operasional terutama dari biaya bahan bakar cost efficiency, especially of fuel costs and aircraft rental.
dan sewa pesawat.

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Berdasarkan aspek fokus tenaga kerja, setelah 5 (lima) tahun Based on the aspect of workforce focus, after 5 years in a
berturut-turut Garuda Indonesia memperoleh penghargaan row, Garuda received an award as The Best Cabin Crew. In
sebagai The Best Cabin Crew, pada tahun 2019 Garuda 2019, Garuda Indonesia still reached second place after
Indonesia masih mencapai kedua setelah Singapore Airlines. Singapore Airlines.
Berdasarkan aspek kepemimpinan, tata kelola, dan tanggung Based on aspects of leadership, governance, and social
jawab kemasyarakatan, hasil pelaksanaan evaluasi (review) responsibility, the evaluation (review) results of the
atas penerapan GCG Perseroan untuk tahun buku 2019 implementation of Company’s GCG for the 2019 fiscal
yang dilaksanakan di 2020 dilakukan oleh Perseroan secara year, which was evaluated in 2020 by the Company on
self assessment dengan asistensi dari assessor independen a self-assessment with the assistance of the Company’s
Perseroan memperoleh skor 80,012 dengan kategori “Sangat independent assessor, obtained a score of 80.012 with
Baik”. Selain itu Perseroan juga telah menyalurkan dan the category “Very Good”. Furthermore, the Company
untuk Program Kemitraan Bina Lingkungan (PKBL) sebesar also distributed fund for the Partnership and Community
Rp7,43 miliar atau meningkat dibandingkan dengan tahun Development Program (PKBL) of Rp7.43 billion, an increase
2018 sebesar Rp5,33 miliar. Perseroan juga secara rutin compared to that of 2018 of Rp5.33 billion. The Company
dan tepat waktu menyampaikan Laporan Realisasi Investasi, also routinely and timely reports on Investment Realization,
Laporan Keuangan, Rencana Kerja dan Anggaran Perusahaan Financial Statements, Company’s Work Plan and Budget
(RKAP), Laporan Evaluasi Kinerja, serta Laporan Analyst (RKAP), Performance Evaluation, and Analyst Meeting
Meeting dalam portal BUMN. Reports in the SOE portal.
Penilaian atas kinerja Direksi secara detail sebagai berikut: Details of the Board of Directors’ performance assessment
are as follows:
Tabel Penilaian Kinerja Direksi

Table of Board of Directors’ Performance Assessment
Indikator Penilaian Pencapaian (%) Keterangan
Target (%)
Assessment Indicators Achievement (%) Description
I. Aspek Keuangan dan Pasar Tidak Tercapai

20,00 18,48
I. Financial and Market aspects Not Achieved
II. Aspek Fokus Pelanggan Tercapai
24,00 24,15
II. Customer Focus Aspect Achieved
III. Efektivitas Produk dan Proses Tercapai
18,00 18,24
III. Product & Process Effectiveness Achieved
IV. Fokus Tenaga Kerja Tidak Tercapai
20,00 16,87
IV. Workforce Focus Not Achieved
V. Aspek Kepemimpinan, Tata Kelola, dan Tanggung Jawab
Kemasyarakatan Tidak Tercapai
18,00 16,68
V. Aspect of Leadership, Governance, and Community Not Achieved
Responsibility.
Tidak Tercapai
Total 100,00 94,43
Not Achieved
Berdasarkan beberapa pertimbangan di atas, dapat Based on the above considerations, it can be concluded that
disimpulkan bahwa tingkat kesehatan Perseroan masih the Company’s soundness level is still well maintained with
terjaga dengan baik dengan tercapainya KPI manajemen the achievement of management KPI of 94.43%.
sebesar 94,43%.

Tinjauan Penunjang Bisnis
Overview on Business Supports
Tinjauan Penunjang Bisnis
05 Overview on Business Supports
SUMBER DAYA MANUSIA
306
Human Resources
STRATEGI MANAJEMEN SUMBER DAYA MANUSIA
307
Human Resources Management Strategy
PENGEMBANGAN ORGANISASI
308
Organizational Development
PROFIL DIVISI SUMBER DAYA MANUSIA
309
Human Resources Division Profile
MANAJEMEN SUMBER DAYA MANUSIA
310
INTERNALISASI BUDAYA PERSEROAN
318
TEKNOLOGI INFORMASI
322
STRATEGI PENGEMBANGAN TEKNOLOGI INFORMASI
323
Information Technology Development Strategy
325
326
326
RENCANA PENGEMBANGAN TEKNOLOGI INFORMASI KE
327 DEPAN
SUMBER DAYA MANUSIA
SUMBER
Human Resources DAYA MANUSIA
Human Resources
Tinjauan Pendukung Bisnis
Pada tahun 2019, Perseroan telah menyelenggarakan 1.479 pelatihan yang

diikuti 21.733 peserta dengan total pelatihan 572.697 jam
In 2019, the Company held 1,479 trainings which were participated in by 21,733 participants with a
total of 572,697 hours of training.
Sejalan dengan program Quick Wins Garuda Indonesia, In line with Garuda Indonesia’s Quick Wins program, the
Perseroan berkomitmen untuk senantiasa menaruh perhatian Company is committed to always paying full attention to
penuh terhadap peningkatan kemampuan dan kapasitas improving the capability and capacity of its employees.
pegawainya. Hal ini karena keberadaan Sumber Daya This is because the existence of competent HR (Human
Manusia (SDM) yang kompeten dan memiliki etos kerja Resources) who have a good work ethic, is a vital factor to
baik, merupakan faktor vital untuk mempertahankan maintain the achievement of 5-star airlines and the best level
pencapaian maskapai bintang 5 dan layanan awak kabin of cabin crew services. In order to realize this, the Company
terbaik tingkat dunia. Demi mewujudkan hal tersebut, continues to implement HR management programs with
Perseroan senantiasa melaksanakan program pengelolaan a focus on three main strategic focuses, namely: global
SDM dengan berorientasi pada tiga fokus strategi utama talent management, integrated people development, and
(strategic focus), yakni: pengelolaan talent berskala optimizing performance, productivity , and rewards.
global (global talent management), pengembangan SDM
yang terintegrasi (integrated people development), serta
optimalisasi kinerja, produktivitas, dan rewards.

STRATEGI MANAJEMEN SUMBER DAYA MANUSIA
STRATEGI MANAJEMEN SUMBER DAYA
Human Resources MANUSIA
Management Strategy
Human Resources Management Strategy
Secara umum, Perseroan mengelola sumber daya manusianya In general, the Company manages its human resources
berdasarkan roadmap yang telah disusun/arah kebijakan based on the roadmap that has been compiled / strategic
strategis manajemen agar target kualitas SDM yang management policy direction so that the expected quality
diharapkan Perseroan tercapai. Guna mewujudkan hal targets of the Company are achieved. In order to realize
tersebut, Perseroan berupaya mengembangkan sumber this, the Company seeks to develop its human resources
daya manusianya dengan melaksanakan berbagai program by implementing various HR development programs which
pengembangan SDM yang utamanya diarahkan pada are primarily directed at two main frameworks, namely an
dua kerangka utama, yaitu pemahaman terhadap budaya understanding of the Company’s culture and increasing
Perseroan serta peningkatan kompetensi individu. individual competence.

PENGEMBANGAN ORGANISASI
PENGEMBANGAN
Organizational Development ORGANISASI
Organizational Development
Strategi perancangan organisasi di tahun 2019 mengacu The organizational design strategy in 2019 refers to the
pada hasil Rapat Umum Pemegang Saham (RUPS) dan results of the General Meeting of Shareholders (GMS)
strategi Perseroan yaitu “Beyond Airline Business”. and the company’s strategy of “Beyond Airline Business”.
Selanjutnya, pada tatanan di bawah organisasi induk dengan Furthermore, in the order under the parent organization by
mengaitkan strategi Perseroan dan dasar perancangan linking the Company’s strategy and the basic organizational
organisasi Perseroan, maka pengembangan organisasi design of the Company, organizational development is
difokuskan pada fungsi organisasi yang mampu menjadi focused on organizational functions that are able to
daya dorong untuk memaksimalkan pendapatan, inovasi & be the driving force to maximize revenue, innovation &
layanan yang prima serta sinergi Garuda Indonesia Group, excellent service and the synergy of Garuda Indonesia
guna memenangkan persaingan bisnis jangka panjang. Group, in order to win long-term business competition
Adapun fungsi organisasi sebagai tools untuk mendukung long. The organization functions as a tool to support
pelaksanaan strategi Perseroan dalam melakukan corporate the implementation of corporate strategy in conducting
culture transformation, revenue enhancement dan redefine corporate culture transformation, revenue enhancement
cost structure. Di samping itu secara terus menerus Perseroan and redefine cost structure. In addition, the Company
selalu berupaya untuk memperoleh hasil yang lebih baik continuously strives to obtain better results through the
melalui implementasi organisasi yang efisien dan efektif implementation of an efficient and effective organization
melalui menurunkan biaya operasional, namun dengan through lowering operational costs, while maintaining
tetap menjaga konsistensi pada sisi operasional, safety, consistency in the operational, safety and security aspects.
dan security.

PROFIL DIVISI SUMBER DAYA MANUSIA
PROFIL DIVISI SUMBER DAYA
Human MANUSIA
Resources Division Profil
Human Resources Division Profile
Sumber daya Manusia Perseroan berada di bawah Unit The Company’s Human Resources are under the Human
Human Capital Management. Adapun struktur dari Unit Capital Management Unit. The structure of the Human
Human Capital Management adalah sebagai berikut: Capital Management Unit is as follows:
Unit Human Capital Management
HUMAN CAPITAL MANAGEMENT

Vice President
HC Buseness Partner *
Senior Manager Senior Manager

PERFORMANCE EMPLOYEE SERVICE
TALENT ACQUISITION HEALTHCARE &
MANAGEMENT & & INFORMATION
& MANAGEMENT SPECIALIST CLINIC
REMUNERATION MANAGEMENT

Chief
ORGANIZATION Senior Manager LICENSE &
AVIATION MEDICAL
DEVELOPMENT & INDUSTRIAL RELATION CERTIFICATION
UNIT
MPP** MANAGEMENT
Manager Manager Manager Manager

TALENT PERFORMANCE HC SERVICE HEALTHCARE
ACQUISITION MANAGEMENT MANAGEMENT SUPPORT
Manger
Manager Manager
Manager PAYROLL & HC
CAREER LICENSE &
REMUNERATION INFORMATION
MANAGEMENT CERTIFICATION
SYSTEM
MANAGEMENT FOR
Manager CABIN CREW
Manager
ORGANIZATION DATA CENTER
Manager
DEVELOPMENT
LICENSE &
Manager CERTIFICATION
Manager Manager MEDICAL MGMT FOR COCKPIT
MAN POWER GOVERNANCE & HC EXAMINATION & CREW, FOO. MAINT
PLANNING RELATIONS CERTIFICATION & GENERAL
*) 1. HC Business Partner for JKTDZ. DI

2. HC Business Partner for JKTDF Ref: Surat Keputusan No. JKTDI/SKEP/500070/2019 Ref: Decree No. JKTDI/SKEP/500070/2019 dated
3. HC Business Partner for JKTDN tanggal 11 September 2019 Tentang Penjabaran 11 September 2019 Concerning the Parental
4. HC Business Partner for JKTDG Organisasi Induk Unit Human Capital Management Organization of the Human Capital Management
5. HC Business Partner for JKTDO Direktorat Human Capital PT Garuda Indonesia Unit of the Human Capital Management Directorate
6. HC Business Partner for JKTDE (Persero) Tbk. of PT Garuda Indonesia (Persero) Tbk.
**) Man Power Planning
Unit Human Capital Management dipimpin oleh 1 (satu) Human Capital Management Unit is led by 1 (one) Vice
orang Vice President, disupport oleh 8 (delapan) Senior President, supported by 8 (eight) Senior Managers and
Manager dan 6 (enam) Human Capital Business Partner. Unit ini 6 (six) Human Capital Business Partners. This unit serves
berfungsi untuk memastikan pengelolaan dan pengembangan to ensure the management and development of company
organisasi Perseroan, tersedianya resource, strategi, dan sistem organizations, the availability of resources, strategies,
pengelolaan SDM, dan juga memastikan pengelolaan hubungan and human resource management systems, and also
industrial berjalan selaras melalui implementasi sistem yang ensures that the management of industrial relations runs
telah tersedia. Di samping itu, unit Human Capital Management in harmony through the implementation of available systems.
juga memastikan pengelolaan Garuda Sentra Medika guna In addition, Human Capital Management unit also ensures
mendukung kelaikan personil penerbangan, ketersediaan the management of Garuda Sentra Medika to support the
layanan kesehatan yang menguntungkan (profitable) serta feasibility of flight personnel, the availability of profitable
meningkatkan pencapaian sasaran produktivitas Perseroan health services and to increase the achievement of company
berdasarkan peraturan perundangan-undangan yang berlaku, productivity targets based on applicable laws and regulations,
PKB, serta prinsip-prinsip tata kelola perusahaan yang baik CLA, and principles of Good Corporate Governance.
(Good Corporate Governance).


REKRUTMEN SUMBER DAYA MANUSIA HUMAN RESOURCES RECRUITMENT

Untuk memenuhi kebutuhan bisnis Perseroan dan To meet the Company’s business needs and maintain
mempertahankan posisi Perseroan sebagai market leader, the Company’s position as market leader, in 2019, the
pada tahun 2019, proses rekrutmen telah dilakukan terhadap recruitment process has been carried out for flight crew,
awak pesawat, yaitu pilot dan awak kabin, serta pegawai namely pilots and cabin crew, as well as ground employees,
darat, terutama di posisi yang terkait dengan teknik dan especially in positions related to engineering and commercial.
komersial.
Pemenuhan pilot mengacu pada jumlah total armada Pilot fulfillment refers to the total number of fleets in
pada tahun 2019. Pemenuhan dilakukan baik secara 2019. Fulfillment is done both internally through transition
internal melalui program transisi dan upgrading serta and upgrading programs as well as externally through
eksternal melalui rekrutmen Pilot Ab-initio dan experienced. recruitment of Pilot Ab-initio and experienced. During 2019
Sepanjang tahun 2019 terdapat sejumlah 99 Ab-initio Pilot there were 99 Ab-initio Pilots who joined. The Company
yang bergabung. Perseroan melaksanakan pembatasan Pilot implements restrictions on Foreign Pilots as by the Ministry
Asing sebagaimana oleh Kementerian Perhubungan dimana of Transportation where approval for extension of validation
approval perpanjangan validasi license Pilot Asing hanya of Foreign Pilot licenses can only be granted until 2019.
dapat diberikan sampai dengan tahun 2019.
Dalam hal optimalisasi produktivitas awak kabin, perseroan In terms of optimizing the productivity of cabin crew, the
melakukan perekrutan sejumlah 19 flight attendant dan 5 company recruited 19 flight attendants and 5 chefs on
chef on board. Perseroan telah melakukan proses rekrutmen board. The Company has conducted a process of recruiting
pegawai darat dengan hasil perekrutan 45 orang dengan land employees with the results of recruiting 45 people
posisi dan level jabatan yang beragam. with diverse positions and levels of position.
Perseroan berkomitmen untuk melakukan perekrutan The Company is committed to transparent recruitment.
secara transparan. Oleh karena itu, Perseroan memberikan Therefore, the Company provides equal opportunities
kesempatan yang sama bagi pelamar terlepas dari jenis for applicants regardless of gender and SARA. The
kelamin dan SARA. Proses rekrutmen dilakukan secara recruitment process is carried out transparently and
transparan dan independen melalui website karir Perseroan independently through the company’s career website
http://career.garuda-indonesia.com. Perseroan juga http://career.garuda-indonesia.com. The company also
menggunakan media sosial Twitter (@recruitmentGA) uses the social media Twitter (@recruitmentGA) with the
dengan jumlah followers saat ini sebanyak 41 ribu pengikut, current number of followers of 41 thousand followers, as a
sebagai sarana dalam menyebarkan informasi terbaru dan means of disseminating the latest information and two-way
komunikasi dua arah dengan calon pelamar. communication with prospective applicants.
Perseroan mengembangkan IT sebagai sarana dalam The Company developed IT as a means of conducting
melakukan proses seleksi terhadap pegawai baru, melakukan the selection process for new employees, evaluating the
evaluasi terhadap alat tes yang digunakan, serta melakukan test equipment used, as well as renewing collaboration
pembaharuan kerjasama dengan asesor independen untuk with independent assessors to ensure that the assessor
memastikan tim asesor memiliki kualifikasi yang baik dan team had good and professional qualifications. The
profesional. Perseroan juga secara aktif mencegah terjadinya Company also actively prevents recruitment frauds in the
penipuan-penipuan rekrutmen yang mengatasnamakan name of Garuda Indonesia by disseminating the Fraud
Garuda Indonesia dengan melakukan sosialisasi infografis Alert infographic through social media and the website
Waspada Penipuan melalui media sosial maupun website http://career.garuda-indonesia.com.
http://career.garuda-indonesia.com.
Sebagai salah satu inisiatif yang dilakukan dalam As one of the initiatives carried out in increasing the
meningkatkan efektivitas dan efisiensi sumber daya manusia, effectiveness and efficiency of human resources, the
Perseroan melakukan evaluasi dan implementasi strategi Company evaluates and implements new strategies related to
baru terkait pemborongan pekerjaan dengan yang dilakukan the work done centrally. The centralization of job contracting
secara terpusat. Sentralisasi pemborongan pekerjaan tersebut is carried out so that the management of job contracting
dilakukan agar pengelolaan pemborongan pekerjaan dapat can be done more efficiently and professionally through
dilakukan dengan lebih efisien dan profesional melalui reliable systems and control mechanisms.
sistem dan mekanisme kontrol yang handal.

PELATIHAN DAN PENGEMBANGAN HR COMPETENCE TRAINING AND

KOMPETENSI SDM DEVELOPMENT
Selain melalui pemberian penugasan yang menantang, In addition to providing challenging assignments, practical
kerja praktik di lapangan, mentoring dan coaching work in the field, mentoring and coaching by superiors,
oleh atasannya, serta pembelajaran yang disampaikan as well as learning delivered through formal training, the
melalui pelatihan formal, pengembangan kompetensi development of the Company’s HR competencies has been
SDM Perseroan dilaksanakan dengan pendekatan model carried out using the approach of the Corporate University
Corporate University sejak tahun 2012. Terkait kegiatan model since 2012. Regarding its operational activities,
operasionalnya, Perseroan telah menyusun 10 program the Company has compiled 10 training programs which
training yang terdiri atas: consists of:
1. Pilot Training; 1. Pilot Training;
2. Flight Attendant Training; 2. Flight Attendant Training;
3. Flight Operation Officer and Operation Support 3. Flight Operation Officer and Operation Support
Training; Training;
4. Maintenance and Engineering Training; 4. Maintenance and Engineering Training;
5. Cargo Training; 5. Cargo Training;
6. Leadership and General Training; 6. Leadership and General Training;
7. Ground Service Training; 7. Ground Service Training;
8. Marketing and Sales Training. 8. Marketing and Sales Training.
Proses pengembangan setiap program training didasarkan The process of developing each training program is based
pada 4 (empat) tahapan Learning Value Chain, yaitu on 4 (four) stages of Learning Value Chain, namely Learning
Learning Need Diagnosis, Learning Design and Need Diagnosis, Learning Design and Development,
Development, Learning Delivery and Deployment, dan Learning Delivery and Deployment, and Learning Impact
Learning Impact and Measurement. Adapun pengembangan and Measurement. The development and content of each
dan konten dari masing-masing program dirancang dengan program is designed by considering the balance of all aspects
mempertimbangkan keseimbangan semua aspek mastery of mastery needed by the Company, including leadership
yang dibutuhkan Perseroan, meliputi leadership mastery, mastery, functional mastery, personal mastery and business
functional mastery, personal mastery dan business mastery mastery so as to enhance employee professionalism with a
sehingga dapat meningkatkan profesionalisme pegawai comprehensive and comprehensive insight in the aviation
dengan wawasan yang menyeluruh dan komprehensif industry.
dalam industri penerbangan.
Learning Learning Learning Learning

Need Design and Delivery and Impact and
Diagnosis Development Deployment Measurement
Dalam implementasinya, program pelatihan dieksekusi In its implementation, the training program is executed
melalui empat metode pembelajaran, yaitu: through four learning methods, namely:
1. Conventional learning, yaitu sistem pembelajaran di 1. Conventional learning, which is a learning system in
mana aktivitas di antara siswa dan instruktur terjadi which activities between students and instructors
di dalam kelas; occur in the classroom;
2. Experiental learning, yaitu sistem pembelajaran 2. Experiental learning, a learning system based on
berdasarkan pengalaman menggunakan training media. experience using media training. Through this learning
Melalui sistem pembelajaran ini, kepada siswa akan system, students will be given cases that might occur
diberikan kasus yang mungkin terjadi di lapangan. in the field. Some media training used in this learning
Beberapa training media yang digunakan dalam sistem system, including:
pembelajaran ini, di antaranya:

a. Integrated Procedure Training dan Full Flight a. Integrated Procedure Training and Full Flight
Simulator untuk kegiatan Pilot Training. Simulator for Pilot Training activities.
b. Cabin Service Mock-up, Safety Mock-Up, b. Cabin Mock-up Service, Safety Mock-Up,
Emergency Equipment, Fire Fighting, Door Emergency Equipment, Fire Fighting, Door Training
Training untuk kegiatan Flight Attendant Training. for Flight Attendant Training.
c. Sales Simulator dan Check in Simulator untuk c. Sales Simulator and Check in Simulator for
kegiatan Marketing and Sales dan Ground Service Marketing and Sales and Ground Service Training
Training. activities.
3. Technology Based Learning, yaitu sistem pembelajaran yang 3. Technology Based Learning is a learning system that uses
menggunakan aplikasi teknologi seperti halnya e-learning/ technology applications such as e-learning/online courses
online course untuk seluruh pegawai dan computer-based for all employees and computer-based training for pilot
training untuk kegiatan training pilot. Implementasi sistem training activities. The implementation of this learning
pembelajaran ini ditujukan dalam upaya meningkatkan system is aimed at increasing effectiveness and flexibility
efektivitas dan fleksibilitas dari segi waktu pembelajaran. in terms of learning time. Therefore, Company employees,
Sehingga pegawai perseroan yang tersebar di wilayah who are spread across domestic and international areas,
domestik dan internasional dapat berperan aktif dalam can play an active role in the learning programs without
program pembelajaran tanpa dibatasi ruang dan waktu; being limited by space and time;
4. Blended Learning, yaitu sistem pembelajaran yang 4. Blended Learning, a learning system that combines 2
mengkombinasikan 2 (dua) buah metode training, yaitu (two) training methods, namely the use of e-learning
penggunaan e-learning dan conventional classroom and conventional classroom training.
training.
Selama tahun 2019, Perseroan telah menyelenggarakan During 2019, the Company held a total of 1,479 training
sejumlah 1.479 training yang diikuti oleh 21.733 peserta. sessions, participated by 21,733 participants. The following
Berikut adalah informasi detail tentang Program training. is detailed information about the training program.
Realisasi 2019 | Realization 2019

Program Pelatihan Tempat Pelatihan Penyelenggara
No. Total Jumlah Pelatihan Total Jumlah Peserta Total Jam
Training Program Place of training Organizer
Total number of Total number of Pelatihan
training Participant Total hours of training
GITC
Boeing (SIN)
1. Pilot Training 683 9.320 104.420 Internal
CAE (SIN)
ATC (BKK)
2. Flight Attendant Training 438 6.671 370.504 GITC Internal
Flight Operation Officer & GITC

3. 71 2.095 22.544 Internal
Operation Support Training
Maintenance and Engineering GITC

4. 31 344 8.904 Internal
Training GMF
Cargo Training; Ground Service

Training; dan Marketing & Sales
GITC
5. Training Cargo Training; Ground 221 2.738 53.805 Internal
Terminal Cargo
Service Training; and Marketing
& Sales Training
GITC
6. Leadership and General Training 35 565 12.440 Internal
Jumlah | Total 1.479 21.733 572.697
BIAYA PELATIHAN DAN PENGEMBANGAN COST OF COMPETENCE TRAINING AND

KOMPETENSI DEVELOPMENT
Pada tahun 2019, besarnya biaya pelatihan yang dikeluarkan In 2019, the amount of training costs incurred by the
Perseroan untuk setiap pegawainya adalah sebesar Company for each employee amounted to Rp10,813,890.
Rp10.813.890. Sementara itu, Unit Learning & Development Meanwhile, the Learning & Development Unit has developed
telah mengembangkan pegawai sebanyak 5.678 pegawai as many as 5,678 employees, consisting of 1,385 pilots,
yang terdiri dari Pilot 1.385 orang, Flight Attendant 3.165 Flight Attendants 3,165 people, Flight Operations Officer
orang, Flight Operation Officer 289 orang, dan Ground 289 people, and Ground staff 849 people.
staff 849 orang.

PENGEMBANGAN KARIR SDM CAREER DEVELOPMENT

(CAREER DEVELOPMENT)
Prinsip equality dan fairness senantiasa dijunjung oleh The principle of equality and fairness is always upheld by the
Perseroan dalam rangka mengembangkan karir seluruh Company in order to develop the careers of all its employees
pegawainya dengan tetap memperhatikan perkembangan while continuing to pay attention to the development /
kinerja/pemenuhan KPI pegawai, tingkat pendidikan, performance of employee KPI fulfillment, education level,
serta kompetensi tiap individu. Seluruh pegawai didorong and the competence of each individual. All employees are
untuk terus mengerahkan kinerja terbaiknya agar dapat encouraged to continue to exert their best performance in
menduduki posisi yang lebih tinggi. Hal ini juga didukung order to occupy higher positions. This is also supported by
dengan proses coaching antara atasan dan subordinat yang the coaching process between superiors and subordinates
senantiasa didorong oleh Perseroan. which is always encouraged by the Company.
Pada tahun 2019, telah dilaksanakan asesmen terhadap In 2019, an assessment of 122 employees was carried out
122 pegawai untuk melihat kesesuaian kompetensi pegawai to see the suitability of the employee’s competencies for the
tersebut terhadap posisi yang akan dituju. Selain itu, untuk position to be addressed. In addition, to fill vacant positions
mengisi posisi lowong di jajaran Direksi Entitas Anak, telah in the Board of Directors of the Subsidiaries, fit and proper
dilaksanakan fit and proper test dan asesmen dengan standar tests and assessments with standards set by the Ministry
yang ditetapkan oleh Kementerian BUMN kepada kandidat of SOEs were carried out to the Company’s internal and
internal dan eksternal Perseroan sebanyak 33 orang. external candidates as many as 33 people.
Perseroan juga memetakan kandidat suksesor untuk posisi The Company also mapped the successor candidates for
struktural di masing-masing direktorat untuk melihat tingkat structural positions in each directorate to see the READINESS
KESIAPAN dan kebutuhan pengembangan dari kandidat level and the development needs of the successor candidates.
suksesor. Pemetaan dari Perencanaan Suksesi ini juga This mapping of Succession Planning also makes it easy to
memudahkan untuk melihat posisi-posisi yang memiliki see positions that have a direct impact on the survival of the
dampak langsung kepada kelangsungan bisnis Perseroan company’s business or positions with special qualifications
ataupun posisi dengan kualifikasi khusus yang memerlukan that take a long time to prepare for successor candidates.
waktu lama untuk menyiapkan kandidat suksesor. Baik Both through the assessment and succession planning there
melalui asesmen maupun perencanaan suksesi tercatat were 53 people who experienced promotions.
53 orang yang mengalami promosi jabatan.
Selain hal-hal tersebut di atas, pengembangan karir juga In addition to the above, career development is also carried
dilakukan melalui rotasi jabatan yang dilaksanakan dari out through job rotations carried out from the officer level to
level officer sampai dengan level Vice President. Pada the Vice President level. In 2019, there were 3,656 people
tahun 2019, tercatat terdapat 3.656 orang yang mengalami experiencing job rotation.
rotasi jabatan.
PENGELOLAAN TALENT TALENT MANAGEMENT

Pengelolaan talent Perseroan dilakukan melalui proses The management of the Company’s talent is carried out through
identifikasi untuk posisi-posisi kunci dan strategis, an identification process for key and strategic positions,
identifikasi potensi dan kebutuhan pengembangan pegawai, identification of potential and employee development needs,
serta penyiapan suksesor untuk posisi-posisi struktural. and preparation of successors for structural positions. Therefore,
Oleh karena itu, Perseroan melakukan Talent Review dengan the Company conducted a Talent Review by carrying out 3
melakukan 3 (tiga) proses inti, yaitu identifikasi Business (three) core processes, namely identification of Business Critical
Critical Positions, Employee Talent Mapping dan Succession Positions, Employee Talent Mapping and Succession Planning.
Planning.
Dalam Employee Talent Mapping, dilakukan pemetaan In Employee Talent Mapping, mapping and grouping of
dan pengelompokan pegawai berdasarkan potensi karir employees are done based on career potential and employee
dan kinerja pegawai. Pegawai tertentu yang masuk performance. Certain employees who are included in the
dalam kelompok pegawai yang memiliki potensi tinggi group of high potential employees are included in the Talent
dimasukkan dalam Talent Pool, yaitu list of talents atau Pool, which is a list of talents or a group of employees with
kumpulan pegawai yang memiliki potensi tinggi yang high potential that will be projected to fill certain positions,
akan diproyeksikan untuk mengisi posisi-posisi tertentu, especially key positions / Business Critical Positions of the
terutama posisi kunci/Business Critical Positions Perseroan. Company.

Para pegawai yang masuk dalam Talent Pool akan Employees who enter the Talent Pool will receive development
mendapatkan program-program pengembangan dan and training programs specifically carried out to improve
pelatihan yang dilakukan secara khusus untuk meningkatkan leadership skills and generally increase readiness to assume
kemampuan leadership dan secara umum meningkatkan broader responsibilities.
kesiapan untuk mengemban tanggung jawab yang lebih luas.
Pada tahun 2019, sejumlah 37 pegawai penerima beasiswa In 2019, a total of 37 scholarship recipients in 2017
pada tahun 2017 telah menyelesaikan studi Magister completed Master of Management studies at the University
Manajemen di Universitas Indonesia dengan rata-rata of Indonesia with an average GPA of 3.6. This year the
IPK 3,6. Ditahun ini perseroan juga kembali memberikan company also provided scholarships to 34 employees, 13
beasiswa kepada 34 pegawai, 13 beasiswa Strata 1 dan Strata 1 scholarships and 21 Strata 2 scholarships.
21 beasiswa Strata 2.
KEBIJAKAN DAN PELAKSANAAN POLICY AND IMPLEMENTATION OF

PENILAIAN KINERJA PERFORMANCE ASSESSMENT
Perseroan senantiasa meningkatkan budaya pengelolaan The Company continues to improve its culture of performance
kinerja melalui pelaksanaan sistem manajemen kinerja (SMK) management through the implementation of a performance
yang dirancang secara khusus berdasarkan pengelompokan management system (SMK) that is specifically designed based
karakteristik dan ruang lingkup pekerjaan masing-masing on the grouping of characteristics and scope of work of each
rumpun jabatan dengan penerapan yang berbeda untuk occupational group with different applications for Aviators,
Penerbang, Awak Kabin, Pegawai Frontliner Service, Pegawai Cabin Crews, Frontliner Service Employees, Warehouse Cargo
Cargo Gudang, Pegawai Head Office - Branch Office Employees, Head Warehouse Employees Office - Branch Office
(HOBO) dan Pegawai di bidang Sales. (HOBO) and Employees in the field of Sales.
Penilaian kinerja Penerbang lebih difokuskan pada kepatuhan Aviator performance evaluation is more focused on Aviator
Penerbang terhadap ketentuan dan aturan penerbangan, compliance with flight rules and regulations, discipline, and
disiplin, dan komitmen terhadap Perseroan. SMK bagi commitment to the Company. Cabin SMKs are focused on
Awak Kabin difokuskan pada kepatuhan Awak Kabin cabin crew compliance with service procedures and cabin
menjalankan prosedur-prosedur pelayanan (service) dan crew discipline. For Frontliner Service, SMK is focused on
kedisiplinan Awak Kabin. Bagi Frontliner Service, SMK achieving sales targets and Frontliner’s quality and behavior
difokuskan terhadap pencapaian target penjualan serta in serving prospective passengers. As for Cargo Warehouse
kualitas dan perilaku Frontliner dalam melayani calon employees, SMKs are focused on conformity with Standard
penumpang. Adapun bagi pegawai Cargo Gudang, SMK Operating Procedure (SOP). While for HOBO employees,
difokuskan pada kesesuaian terhadap Standard Operating SMKs are focused on KPI achievement and individual targets
Procedure (SOP). Sementara untuk Pegawai HOBO, SMK managed through the SMK cycle. People Managers at HOBO
difokuskan terhadap pencapaian KPI dan target individu can manage the performance of employees in their ranks
yang dikelola melalui siklus SMK. People Manager di HOBO by implementing a vocational cycle consisting of the stages
dapat mengelola kinerja pegawai di jajarannya dengan of Employee Performance Planning (EPP) and Employee
mengimplementasikan siklus SMK yang terdiri tahapan Development Planning (EDP), Employee Performance
Employee Performance Planning (EPP) dan Employee Tracking, and Employee Performance Review (EPR).
Development Planning (EDP), Employee Performance
Tracking, dan Employee Performance Review (EPR).
Di samping itu, Perseroan juga menekankan pentingnya In addition, the Company also emphasized the importance
coaching kinerja melalui implementation form coaching of performance coaching through the implementation form
yang dilakukan oleh seluruh pegawai dan People Manager. coaching conducted by all employees and People Managers.
Setiap tahun, PMS terus dievaluasi dan disempurnakan agar Every year, PMS continues to be evaluated and refined
dapat lebih efektif mendukung People Manager dalam in order to more effectively support People Managers in
mengelola kinerja pegawai. managing employee performance

KEBIJAKAN HUBUNGAN INDUSTRIAL INDUSTRIAL RELATIONS POLICY

Pada 2019, pengelolaan hubungan industrial utamanya In 2019, the management of industrial relations will mainly
difokuskan pada implementasi dan sosialisasi hasil focus on the implementation and dissemination of the
perundingan Perjanjian Kerja Bersama (PKB) periode 2018- results of the 2018-2020 Joint Work Agreement (PKB)
2020 bersama dengan Serikat Pekerja termasuk upaya negotiations with trade unions, including efforts to resolve
penyelesaian perselisihan yang melingkupinya. Beberapa disputes that surround them. Some results of the 2018-
hasil Perundingan PKB 2018-2020 juga telah dibuatkan 2020 PKB Negotiations have also been made in a Decree
dalam suatu Surat Keputusan Direktur Utama (SK DZ) untuk of the President Director (SK DZ) for their implementation
pengimplementasiannya dan pada prinsipnya kesepakatan and in principle an agreement that provides benefits to
yang memberikan manfaat kepada pegawai telah dijalankan employees has been carried out as a result of the agreement
sebagaimana hasil kesepakatan penandatanganan naskah signing of the PKB manuscript for the 2018-2020 Period
PKB Periode 2018 -2020 pada tanggal 28 November 2018. on 28 November 2018.
Seiring dengan kebijakan Manajemen untuk memperbaiki Along with Management’s policy to improve communication
komunikasi antara Manajemen dan Pekerja, Perseroan between Management and Workers, the Company increases
meningkatkan intensitas komunikasi dengan semua the intensity of communication with all trade unions
serikat pekerja termasuk dengan pekerja secara langsung including with workers directly as a means to convey rights,
sebagai sarana untuk menyampaikan hak, kewajiban, obligations, complaints, including ideas from employees
keluh kesah, termasuk ide-ide dari pegawai yang bertujuan that aim to create harmonious working relationships and
untuk menciptakan hubungan kerja yang harmonis serta the achievement of the Company’s goals.
tercapainya tujuan Perseroan.
Hal lain yang menjadi fokus kegiatan unit Industrial Another thing that is the focus of the activities of the
Relation adalah menjalin kemitraan yang bersinergi melalui Industrial Relations unit is to establish synergic partnerships
komunikasi yang baik dengan Serikat Pekerja di Perseroan through good communication with the Trade Unions in
sehingga tercipta hubungan yang harmonis baik antara the Company so as to create a harmonious relationship
pegawai dengan Perseroan, melakukan tindak lanjut terkait between employees and the Company, to follow up related
dinamika hubungan Industrial yang terjadi di lingkungan to the dynamics of Industrial relations that occur within
Garuda Indonesia, seperti penyusunan kebijakan Human Garuda Indonesia, such as the preparation Human Capital
Capital yang merupakan turunan dari PKB, penyelesaian policy which is a derivative of PKB, resolution of industrial
permasalahan perselisihan hubungan industrial melalui relations disputes through a mechanism determined in
mekanisme yang ditetapkan sesuai dengan ketentuan accordance with the provisions of the legislation in the
peraturan perundang-undangan di bidang ketenagakerjaan, field of labor, management of formalities from the use of
pengurusan formalities dari penggunaan Tenaga Kerja Asing Foreign Workers (TKA), drafting and / or review of labor
(TKA), drafting dan/atau review dokumen perjanjian kerja agreement documents and documents other legal staffing,
maupun dokumen legal kepegawaian lainnya, pemberian granting legal opinions / legal opinions related to staffing
pendapat hukum/legal opinion terkait aspek kepegawaian aspects and so forth.
dan lain sebagainya.
LAYANAN PEGAWAI EMPLOYEE SERVICE

Perseroan mendirikan employee service center untuk The Company established an employee service center
memberikan pelayanan kepada pegawai mengenai hal-hal to provide services to employees on matters relating to
yang berkaitan dengan masalah kepegawaian. Di samping staffing issues. In addition, the Company also issued new
itu, Perseroan juga mengeluarkan kebijakan atau inovasi baru policies or innovations aimed at improving services so that
yang bertujuan untuk meningkatkan layanan agar sejalan they are in line with improving employee performance as
dengan peningkatan kinerja pegawai sebagai individu. Pada individuals. In 2019, there are several policies relating to
tahun 2019, terdapat beberapa kebijakan yang berhubungan employment services, including:
dengan layanan kepegawaian, antara lain:
1. Peningkatan Standard Level Agreement untuk beberapa 1. Improved Standard Level Agreements for some service,
layanan, sehingga tingkat kepuasan pegawai terhadap so that the level of employee satisfaction with increased
layanan kepegawaian meningkat; staffing services;
2. Implementasi penerbitan konsesi secara online melalui 2. Implementation of online concession issuance through
media Intra Garuda bagi seluruh pegawai di Branch the Intra Garuda media for all employees in the Domestic
Office Domestik; Branch Office;

3. Implementasi penerbitan konsesi pensiun melalui 3. Implementation of the issuance of pension concessions
system yang terintegrasi secara langsung dengan SAP; through a system that is directly integrated with SAP;
4. Pembuatan rekening saham secara online bagi pegawai 4. Making stock accounts online for employees who
yang memiliki saham internal untuk selanjutnya dilakukan have internal shares and then transferring shares to
pengalihan saham untuk dikelola secara Mandiri. be managed independently.
Dan selain yang tersebut diatas, perseroan tetap And in addition to the above, the company still maintains
mempertahankan layanan pegawai yang sudah berjalan employee services that have been running well in the
baik di tahun sebelumnya. previous year.
SURVEI TINGKAT KEPUASAN PEGAWAI EMPLOYEE SATISFACTION SURVEY

Perseroan selalu berusaha untuk menciptakan suasana The Company always strives to create a comfortable
dan lingkungan kerja yang nyaman bagi Pegawai. Pada atmosphere and work environment for employees. At
akhir tahun 2019, Perseroan melakukan survei keterikatan the end of 2019, the Company conducted an employee
pegawai (employee engagement) dan survei kepuasan engagement survey and employee satisfaction survey. This
pegawai (employee satisfaction). Survei ini dilakukan survey is conducted once a year.
setiap tahun sekali.
Tujuan dari pengukuran Employee Engagement adalah untuk The purpose of the Employee Engagement measurement is to
mengetahui seberapa besar pegawai merasa dilibatkan, find out how much employees feel involved, enthusiastic and
antusias dan memiliki komitmen dalam pekerjaan mereka. committed to their work. The value of Employee Engagement
Nilai Employee Engagement adalah 80 dengan kategori is 80 in the enganged category. Employees know the
engaged. Pegawai mengetahui strategi Perseroan, image company’s strategy, company image and understand what
Perseroan dan memahami apa yang dikerjakan di unitnya. is done in the unit. In addition, employees feel that leaders
Selain itu, pegawai merasa pimpinan memberikan informasi provide clear information and that teamwork is considered
yang jelas dan kerjasama tim dinilai dapat terjalin dengan to be well established.
baik.
Tujuan dari pengukuran Employee Satisfaction adalah The purpose of measuring Employee Satisfaction is to
untuk mengetahui tingkat kepuasan pegawai terhadap determine the level of employee satisfaction with the
Perseroan. Nilai dari Employee Satisfaction adalah 72, company. The value of Employee Satisfaction is 72, which
yang dapat dikategorikan cukup puas. Selain itu, terdapat can be categorized as quite satisfied. In addition, there
34% pegawai yang menjadi promoters mengenai kepuasan are 34% of employees who become promoters about the
bekerja di Garuda Indonesia. satisfaction of working at Garuda Indonesia.
KEBIJAKAN REMUNERASI REMUNERATION POLICY

Jumlah dan besaran remunerasi Perseroan ditentukan The amount and amount of the Company’s remuneration
berdasarkan posisi, kompetensi, dan akuntabilitas dengan is determined based on position, competence, and
menciptakan internal equity yang didasarkan pada kriteria yang accountability by creating internal equity based on objective
bersifat objektif serta memperhatikan external competitiveness criteria and taking into account external competitiveness
(harga pasar) sesuai dengan kemampuan Perseroan. Gaji di (market prices) according to the Company’s ability. Salaries
Perseroan dikelompokkan berdasarkan profesi penerbang, in the Company are classified according to the profession of
awak kabin dan pegawai Head Office-Branch Office (HOBO) aviators, cabin crew and Head Office - Branch Office (HOBO)
yang komponennya terbagi atas fixed pay dan variable pay. employees, whose components are divided into fixed pay
Peninjauan terhadap penggajian yang diberikan kepada seluruh and variable pay. Payroll reviews given to all employees are
pegawai dilakukan pada pertengahan tahun sesuai dengan carried out in the middle of the year in accordance with PKB
PKB dengan mempertimbangkan inflasi, kemampuan financial by considering inflation, the Company’s financial capability
Perseroan dan pencapaian kinerja pegawai. and employee performance achievements.
Strategi remunerasi yang mencakup kompensasi dan Remuneration strategy which includes compensation and
penghargaan disusun dengan mempertimbangkan 3 (tiga) hal rewards is prepared by considering 3 (three) things, namely

yaitu MMC (Market, Meritocracy, dan Company Capability). MMC (Market, Meritocracy, and Company Capability). In
Selain itu, Perseroan juga mempertimbangkan kinerja dan addition, the Company also considers performance and
produktivitas dalam menetapkan penghargaan yang diberikan productivity in determining awards given to employees
kepada pegawai dengan tetap mempertimbangkan kemampuan while still considering the ability of the Company in the
Perseroan baik di tahun berjalan ataupun di masa mendatang. current year or in the future.
KEBIJAKAN DAN PROGRAM PENSIUN PENSION POLICIES AND PROGRAMS

Perseroan memberikan kebijakan bagi pegawai pensiun The Company provides policies for retirement employees
dengan memperhatikan masa kerja yang telah dicapai, by taking into account the years of service, the specificity,
kekhususan, karakteristik serta kemampuan Perseroan characteristics and capabilities of the Company while
dengan tetap mematuhi ketentuan yang berlaku. Sebagai continuing to comply with applicable regulations. As a form
wujud apresiasi, Perseroan memberikan penghargaan khusus of appreciation, the Company provides special awards for
bagi Pegawai Pensiun dengan masa kerja lebih dari 30 tahun Pension Employees with more than 30 years of service in
berupa tambahan manfaat pensiun. Selanjutnya, Perseroan the form of additional pension benefits. Furthermore, the
secara aktif memberikan informasi terkait persiapan pensiun Company actively provides information related to pension
mulai dari sosialisasi hingga edukasi mengenai hak pensiun preparation starting from socialization to education about
yang akan didapatkan oleh pegawai dan berkoordinasi pension rights that will be obtained by employees and in
dengan Lembaga pengelola manfaat pensiun untuk dapat coordination with pension benefit management institutions
memberikan informasi yang akurat kepada pegawai. to be able to provide accurate information to employees.
Selain itu Perseroan mengikutsertakan pegawai dalam In addition, the Company includes employees in the
program iuran pasti Dana Pensiun Lembaga Keuangan. Financial Institution Pension Fund’s defined contribution
Perseroan juga memberikan fleksibilitas dalam mengelola program. The Company also provides flexibility in managing
manfaat pensiun dengan memberikan program Pencairan pension benefits by providing the Aviation Pension Award
Penghargaan Pensiun Penerbang. Disbursement program.
Program-program tersebut tentunya dapat melengkapi These programs certainly can complement the pension
program pensiun yang sudah tertuang pada Undang- program that has been contained in the Law and the provisions
Undang serta ketentuan yang berlaku di Indonesia seperti in force in Indonesia such as employee participation in old
pengikutsertaan pegawai dalam Jaminan Hari Tua dan age savings and pension guarantees at the Employment
Jaminan Pensiun pada Badan Penyelenggara Jaminan Social Security Administration Agency (BPJS-TK) given
Sosial Ketenagakerjaan (BPJS-TK) yang diberikan kepada to employees after the active period employee work has
pegawai setelah masa aktif bekerja pegawai telah berakhir ended to continue to support and ensure that employees
untuk tetap mendukung dan memastikan pegawai dalam are prosperous in the future.
keadaan sejahtera di masa mendatang.


Selaras dengan program kerja korporasi “Beyond Airline In line with the corporate work program “Beyond Airline
Business” dan pelaksanaan strategi Quick Wins yang Business” and the implementation of the Quick Wins strategy
tertuang pada Rencana Kerja dan Anggaran Perseroan as outlined in the 2019 Corporate Work Plan and Budget
(RKAP) 2019 dan merupakan bagian dari Rencana Jangka (RKAP) and is part of the 2016-2020 Corporate Long-Term
Panjang Perusahaan (RJPP) 2016-2020, dimana salah Plan (RJPP), where one of the strategies is Corporate Culture
satu strateginya adalah Corporate Culture Transformation Transformation Through Development of People, Process and
Through Development of People, Process and Technology Technology, the company is increasingly actively internalizing
maka perseroan semakin aktif menginternalisasi dan and encouraging the implementation of transformation
mendorong penerapan transformasi melalui budaya One through the culture of One Family, One Nation, One Garuda
Family, One Nation, One Garuda Indonesia dengan fokus Indonesia with a focus on strengthening the value of caring
penguatan nilai caring and innovation. and innovation.
a. Refocusing Corporate Values a. Refocusing Corporate Values
Sehubungan dengan dilakukannya penyesuaian strategi In connection with the adjustment of the company’s
Perseroan pada tahun 2019 menjadi “Beyond Airline strategy in 2019 to “Beyond Airline Business” where
Business” dimana tema menurut buku RJPP Sky Beyond the theme according to the book RJPP Sky Beyond 3.5
3.5 adalah ”Value Creation” yang kemudian diubah agar is “Value Creation” which is then changed to better
lebih sesuai dengan kondisi terkini yaitu Perseroan akan suit the current conditions, the company will innovate
banyak melakukan inovasi diluar core airline business beyond the core airline business more promising, an
yang lebih menjanjikan, maka dilakukan evaluasi dan evaluation and refocus on corporate cultural values
refokus nilai budaya Perseroan yang diharapkan mampu is expected to be able to further accelerate the
lebih mendorong akselerasi pencapaian target Quick achievement of the 2019 Quick Wins target and to
Wins 2019 dan untuk mendorong transformasi budaya encourage more innovative cultural transformation.
yang lebih inovatif. Proses ini dilaksanakan melalui This process is carried out through several stages as
beberapa tahapan sebagai berikut: follows:
1. Membangun fondasi innovation system yang 1. Building a foundation for continuous innovation
berkesinambungan dengan proses sebagai berikut: system with the following process:
• Blue Ocean Training bagi Pegawai, training ini • Blue Ocean Training for Employees, this
untuk memberikan pelatihan terkait konsep, training is to provide training related to
metode, dan tools dalam menciptakan inovasi concepts, methods, and tools in creating
bisnis Blue Ocean. Blue Ocean business innovation.
• Development Ide inovasi Blue Ocean yang • Development Blue Ocean innovation ideas
kemudian dipresentasikan kepada jajaran which are then presented to the management
management untuk dipilih yang terbaik. to choose the best.
• Implementasi Ide Inovasi terbaik yang terpilih. • The best chosen Innovation Implementation
Idea.

2. Memperkuat Sustainable Innovation System dengan 2. Strengthening the Sustainable Innovation System
membentuk Innovation Center di lingkungan GA by forming an Innovation Center within the GA
Group yang kemudian diberi nama GENESIS; Group which was later named GENESIS;
• Garuda Blue Ocean Innovation Center • Garuda Blue Ocean Innovation Center
“GENESIS” sebagai generator pendorong “GENESIS” as the driving generator of
Innovation Culture di GA Group. Innovation Culture in the GA Group.
• GENESIS Satellites pada Entitas Anak untuk • GENESIS Satellites in Subsidiaries to
mendorong inovasi yang berkesinambungan encourage continuous innovation throughout
di seluruh lingkungan GA Group. the GA Group environment.
• Blue Ocean Accelerator di bawah naungan • Blue Ocean Accelerator is under the auspices
GENESIS untuk mendorong pertumbuhan of GENESIS to drive business growth in the
bisnis di GA Group. GA Group.
G rowth-minded Cultivating a learning and growth mindset to continuously build capabilities enabling greater achievement
E ntrepreneurial Challenging the status quo to solve problems and create new opportunities
N imble Proactively adapting to change and quickly testing new ideas
E ngaging Passionately and energetically committing to the organization and fellow employees
S ynergistic Collaborating and building team spirit to go beyond limits of what can be achieved separately
I nnovative Simultaneously creating value for customers and group companies through creative ideas and new ways of working
S peedy Rapidly executing strategies to deliver exceptional results
“GENESIS”
Innovation Center of
Facilitator & Connector Between Subsidiaries
b. Leadership Launchpad Program b. Leadership Launchpad Program

Program Leadership launchpad ini adalah training The Leadership Launchpad program is a training
yang diikuti oleh jajaran VP yang ada dilingkungan participated by the VP in Garuda Indonesia and this
Garuda Indonesia dan program ini bertujuan: program aims to:

1. Memberdayakan VP untuk menjadi pendorong 1. Empowering VPs to become drivers of innovation

inovasi dan pembentuk budaya Garuda Indonesia and culture-forming Garuda Indonesia group
group;
2. Memberikan gambaran besar tentang Garuda 2. Give a big picture of the Garuda Indonesia group
Indonesia group dengan penugasan strategis with strategic assignments to subsidiaries
pada Entitas Anak.
Topics Outcome
Strategy and Leadership – two sides of a coin

1
Overview of Garuda blue ocean innovation approach
2 Discovering business opportunities across Garuda group
√√ New cross-subsidiary business ideas
3 Designing new business models for Garuda group √√ Execution of three new projects (Loyalty
4 Evaluating good business ideas Boost, Mobile Food Courts and Umrah for
Millennials)
5 Implementing business ideas effectively √√ Leadership acts and activities for promoting
6 Understanding your leadership reality innovation
7 Drawing your blue ocean leadership

8 Institutionalizing the new VP leadership profiles
c. Arsitektur Eksekusi & Monitoring c. Execution & Monitoring Architecture
REVIEW | DECISION
Garuda Blue Ocean
Innovation Summit
Quarterly meeting chaired by
the CEO to review and make
decisions on key innovation
projects and new business ideas
MONITOR | FACILITATE | RESOLVE

GENESIS Roundtable
Monthly meeting with GENESIS Satellites to monitor key innovation
activities and resolve any execution challenges
LEARN | IDEATE | INCUBATE | CO-CREATE | IMPLEMENT

GENESIS Lab
Implementing innovation activities for promoting innovation culture and developing new ideas

d. Garuda Indonesia Innovation Challenge d. Garuda Indonesia Innovation Challenge

Garuda Indonesia Innovation Challenge adalah ajang Garuda Indonesia Innovation Challenge is an idea
kompetisi ide yang diadakan untuk mendapatkan competition event held to get new innovations from
inovasi baru dari orang-orang kreatif Indonesia (baik creative Indonesian people (both internal / employee
internal/Pegawai maupun eksternal) yang akan menata and external) that will restructure the aviation business
kembali bisnis penerbangan dan mendorong terobosan and encourage breakthroughs in the aviation industry
dalam industri penerbangan yang saat ini dijalankan currently run by the Garuda Indonesia Group
oleh Garuda Indonesia Group
Dengan mengusung tema “ignite your creativity”, terdapat By carrying out the theme “ignite your creativity”,
3 (tiga) jenis kategori yang dapat dipilih oleh para peserta there are 3 (three) types of categories that participants
untuk mengikuti kompetisi ini yaitu “Air Travel Experience” can choose to take part in the competition, namely
(Layanan Penerbangan), “Airlines Support” (Manajemen “Air Travel Experience”, “Airlines Support”, “Beyond
Pendukung Penerbangan), “Beyond Aviation” (Peluang Aviation” Business Outside the World of Aviation).
Bisnis di Luar Dunia Penerbangan).
Sementara itu, ide-ide yang masuk akan dilihat Meanwhile, the incoming ideas will be seen based
berdasarkan beberapa aspek seperti: (breakthrough on several aspects such as: (breakthrough &
& groundbreaking) di mana ide inovasi yang diusulkan groundbreaking) where the proposed innovation idea
merupakan sebuah terobosan yang baru atau mengubah is a new breakthrough or change the flight service
bisnis proses layanan penerbangan yang telah ada business process that has been there before (30%),
sebelumnya (30%), (implementation) seberapa jauh ide (implementation) how far the ideas submitted can be
yang disampaikan dapat diimplementasikan di dalam implemented in the Garuda Indonesia business process
proses bisnis Garuda Indonesia (40%), dan (business (40%), and (business value) how much influence the
value) seberapa besar pengaruh ide tersebut terhadap idea has on profits and company value benefits (30%).
profit maupun company value benefit (30%).
#GIAINNOCHALLENGE

TEKNOLOGI INFORMASI
TEKNOLOGI
Information Technology INFORMASI
Strategi teknologi informasi pada tahun 2019 mengacu pada Information

Technology Master Plan (ITMP) 2019 yang fokus pada optimalisasi channel
distribution, revenue growth, dan cost reduction.
The information technology strategy in 2019 refers to the 2019 Information Technology Master Plan
(ITMP) which focuses on optimizing channels, revenue growth, and cost reduction.
Perseroan senantiasa melakukan transformasi pemanfaatan The Company continues to transform the use of technology
teknologi dalam rangka mendukung optimalisasi proses in order to support the optimization of business processes
bisnis serta meningkatkan layanan yang prima kepada and improve excellent service to passengers. As the national
para penumpang. Sebagai maskapai “flag carrier” nasional flag carrier airline of Garuda Indonesia, which has a vision of
Garuda Indonesia yang memiliki visi “IT Based Airlines” yang “IT Based Airlines” that is always at the forefront of making
selalu terdepan dalam melakukan terobosan dan inovasi breakthroughs and innovations to implement information
untuk menerapkan teknologi informasi guna mendukung technology to support the improvement of company
peningkatan kinerja Perseroan, maka saat ini Garuda performance, now Garuda Indonesia. The Company itself
Indonesia. Perseroan sendiri merupakan Badan Usaha is a State-Owned Enterprise (SOE) that has adopted office
Milik Negara (BUMN) telah mengadopsi teknologi office collaboration technology, Cloud Computing, Artificial
collaboration, Cloud Computing, Artificial Intelligence Intelligence using a job support application system. It
menggunakan pada sistem aplikasi pendukung pekerjaan. uses information technology based on “Cloud Office
Sebagai anggota aliansi SkyTeam, Garuda Indonesia juga Collaboration” on a job support application system. As a
telah memiliki layanan transaksional digital berbasis member of the SkyTeam alliance, Garuda Indonesia also has
e-commerce bagi pengguna jasa, yang terdiri dari Garuda an e-commerce-based digital transactional service for service
Online Sales (GOS), Online sales Partnership (OSP) bersama users, consisting of Garuda Online Sales (GOS), Online sales
online travel agency, Corporate Online System (COS) Partnership (OSP) with online travel agencies, business-based
berbasis business to business (B2B), hingga web dan mobile Corporate Online Systems (COS) to business (B2B), to the
apps untuk layanan reservation & ticketing. web and mobile apps for reservation & ticketing services.

STRATEGI PENGEMBANGANInformation
TEKNOLOGI INFORMASI
Technology Development Strategy
Terdapat 3 (tiga) strategi Teknologi Informasi (TI) yang There are 3 (three) Information Technology (IT) strategies
akan diimplementasikan secara bertahap demi mendukung that will be implemented in stages to support digital
digital transformasi di Garuda Indonesia yaitu: transformation in Garuda Indonesia, namely:
1. Shifting Digital Business Ecosystem 1. Shifting Digital Business Ecosystem
Information Technology (IT) secara bertahap Information Technology (IT) is gradually setting up a
menyiapkan platform yang mendorong digitalisasi di platform that encourages digitalization in all business
seluruh area bisnis proses Garuda Indonesia tidak hanya areas of Garuda Indonesia process, not only digitizing
mendigitalkan manual proses namun mensimplifikasi the manual processes but simplifying inefficient
proses yang tidak efisien dan membuat proses produksi processes that are making the production process
menjadi lebih lambat. Pengembangan teknologi yang slower. The technology developed will focus on:
dikembangkan akan berfokus pada:
a. Direct Digital Channel a. Direct Digital Channel
Fitur enrichment yang mempercepat respon time Enrichment features that speed up the response
dari direct channel web dan mob adalah hal yang time of direct channel web and mob are critical
menjadi critical menyangkut user experience issues regarding user experience when customers
saat pelanggan menggunakan direct channel, use direct channels, so that will increase user
sehingga akan meningkatkan traffic user yang traffic that makes reservations and bookings that
melakukan reservasi dan booking yang saat ini are currently still dominated by indirect channels.
masih di dominasi di indirect channel.
b. Loyalty System b. Loyalty System
Garuda Indonesia memiliki jumlah pelanggan Garuda Indonesia has a very large number of
garuda miles yang sangat besar dan dengan Garuda Miles customers and with these customers
basis pelanggan tersebut diperlukan platform base, a platform is needed to facilitate customers
untuk memudahkan pelanggan melakukan to make redemption of miles points for a variety
redemption miles point untuk berbagai macam of products. For this reason, it is hoped that the
produk. Sehingga, diharapkan miles tersebut miles can have added value in increasing customer
dapat memiliki nilai tambah dalam meningkatkan retention and also as Garuda Indonesia ancillaries
retensi pelanggan dan juga sebagai ancillaries services.
services Garuda Indonesia.
2. Leverage Operation Efficiency dan Effectiveness 2. Leverage Operation Efficiency and Effectiveness
a. Leverage Cargo Management System a. Leverage Cargo Management System
Meningkatkan integrasi antara backend system Increasing the integration between Garuda
cargo Garuda Indonesia dan stakeholder terkait Indonesia cargo backend systems and related
Agent, Regulated Agent dan customer sehingga stakeholders such as to Agents, Regulated Agents
proses booking, pick up sampai dengan shipment and customers so that the process of ordering,
akan jauh lebih cepat dan mudah dilacak oleh pick up to shipment will be much faster and easier
Customer. to be tracked by Customers.
b. Strengthen IT Architecture b. Strengthen IT Architecture
Memperkuat arsitektur TI dengan menerapkan Strengthen the IT architecture by implementing
elastic portable platform dan orchestration elastic portable platform and orchestration
platform dalam hal meningkatkan efektifitas platforms in terms of increasing infrastructure
infrastruktur serta kemudahan integrasi yang effectiveness and facilitating comprehensive
komprehensif untuk berbagai aplikasi. integration for various applications.
c. Big Data c. Big Data
-- Menerapkan big data untuk mendapatkan -- Applying big data to gain insight into
insight atas operasional penerbangan, flight operations, starting from evaluating
dimulai dari evaluasi akurasi flight plan, flight plan accuracy, way point analysis to
analisa way point hingga identifikasi pola identifying aircraft landing patterns. The
landing pesawat. Hal ini bertujuan untuk purpose is to contribute in streamlining
dapat berkontribusi dalam mengefektifkan business operational processes that eventually
bisnis proses operasional yang mendorong will lead to efficiency.
efisiensi.

Teknologi Informasi
-- Membangun layanan analisa pelanggan -- Building customer analysis services and their
beserta behavior penerbangannya sehingga flight behavior, so that a full 360-degree
didapat sudut pandang profil pelanggan 360 customer profile perspective is obtained. With
derajat penuh. Dengan penerapannya maka its application, targeted marketing strategies
dapat dilakukan strategi pemasaran tertarget can be carried out with more personalized
dengan layanan yang lebih personal dalam services in increasing the added value of
meningkatkan nilai tambah pengalaman customer experience.
pelanggan.
3. Innovative dan Adaptive upon Advanced Technology 3. Innovative and Adaptive upon Advanced Technology
Perkembangan teknologi IT yang sangat cepat The development of IT technology that is very fast
memungkinkan banyak teknologi yang dapat allows a lot of technology can be implemented in
diimplementasikan di Garuda Indonesia untuk Garuda Indonesia to modernize services that ultimately
memodernisasi layanan yang akhirnya dapat can provide operational efficiency and effectiveness
memberikan operation efficiency dan effectiveness and generate revenue.
serta generate revenue.
a. Artificial intelligence a. Artificial intelligence
-- Penerapan chatbot untuk melakukan proses -- Application of chatbot to make reservation
reservasi dan booking di mobile apps. and booking processes on mobile apps.
-- Menerapkan facial recognition pada proses -- Apply facial recognition to the Passenger
validasi dan verifikasi Penumpang pesawat validation and verification process when
saat boarding. boarding.
b. Processing Automation b. Processing Automation
Menerapkan otomasi untuk proses key-in yang Implement automation for patterned and repetitive
berpola dan berulang sehingga mempercepat key-in processes that speed up the process and
proses serta menghindari kesalahan entry. Hal ini avoid entry errors. This will be very useful to
akan sangat berguna untuk mendorong percepatan encourage the acceleration of business processes
bisnis proses di backoffice. in the Backoffice.

STRUKTUR PENGELOLAInformation
TEKNOLOGI INFORMASI
Technology Management Structure
Pengelolaan Teknologi Informasi (TI) PT Garuda Indonesia The Management of Information Technology (IT) of PT
(Persero) Tbk dijalankan oleh unit kerja IT Management yang Garuda Indonesia (Persero) Tbk is carried out by the IT
disupervisi oleh Direktur Operasi. IT Management menyusun Management work unit supervised by the Director of
rencana strategis hingga tersedianya solusi TI yang selaras Operations. IT Management compiles a strategic plan so
dengan kebutuhan di sisi bisnis. Tren teknologi dan prinsip that IT solutions are available that are aligned with business
GCG juga diperhatikan dalam membuat rencana solusi needs. Technology trends and GCG principles are also
TI. Penerapan transformasi digital di seluruh aspek bisnis considered in developing IT solution plans. Implementation
guna mempercepat proses khususnya yang berhubungan of digital transformation in all aspects of the business in
dengan layanan terhadap customer serta monitoring day order to speed up the process, especially those related to
to day operation untuk memastikan seluruh layanan IT customer service and monitoring day to day operations to
dapat ter-deliver dengan baik. ensure all IT services can be delivered properly.
IT Management
IT Program
IT Business IT Strategic & IT Operation & IT Digital
Management
Alignment Planning System Support Transformation
Office

KEBIJAKAN TEKNOLOGI
Information Technology Policy INFORMASI
Teknologi Informasi
Proses review untuk pemutakhiran kebijakan dalam pengelolaan The review process for updating policies in the management
teknologi informasi dalam hal ini adalah Manual Tata Kelola of information technology in this case is the Information
Teknologi Informasi (MTI) dan Manual Keamanan Informasi Technology Governance Manual (MTI) and the Information
(MKI) dilakukan setiap tahunnya. Hal ini dilakukan dengan Security Manual (MKI) conducted annually. This is done by
melihat kesesuaian dokumen dengan perkembangan organisasi looking at the suitability of the document with the development
dan teknologi yang terus berkembang. of the organization and technology that continues to develop.
Selain MTI dan MKI, Perseroan juga memiliki kebijakan terkait In addition to MTI and MKI, the Company also has policies
pengelolaan cyber security dan pemulihan bencana TI (IT related to cyber security management and IT disaster recovery,
disaster recovery) yang tertuang pada IT Disaster Recovery which is contained in the IT Disaster Recovery Plan (IT DRP)
Plan (IT DRP) dan Emergency Response Plan (ERP). Kebijakan and Emergency Response Plan (ERP). The policy regulates the
mengatur hingga ke prosedur penanganan gangguan atau procedure for handling IT disruptions or disasters until reporting
bencana TI hingga pelaporannya kepada Direksi dan Dewan to the Directors and Board of Commissioners.
Komisaris.

STRATEGI DAN IMPLEMENTASI STRATEGY AND IMPLEMENTATION OF

TEKNOLOGI INFORMASI DI TAHUN 2019 INFORMATION TECHNOLOGY IN 2019
Strategi teknologi informasi pada tahun 2019 mengacu The information technology strategy in 2019 refers to the
pada Information Technology Master Plan (ITMP) 2019 2019 Information Technology Master Plan (ITMP) which
yang fokus pada optimalisasi channel distribution, revenue focuses on optimizing channel distribution, revenue growth,
growth, dan cost reduction. Inisiatif yang dilaksanakan and cost reduction. Initiatives implemented include:
antara lain meliputi:
• Implementasi Customer Experience Management • Implementation of Customer Experience Management
(CEM), dalam rangka memberikan personalisasi (CEM), in order to provide personalized services based
layanan berdasarkan profil dari pelanggan. Sehingga on customer profiles. Thus providing more experience
memberikan pengalaman lebih bagi pelanggan; for customers;
• Pengembangan native mobile pada direct digital channel • Development of native mobile on direct digital channels
(Mobile Apps) untuk akses yang lebih baik; (Mobile Apps) for better access;
• Meningkatkan performa middleware untuk channel • Improve middleware performance for channel mobile
mobile apps and Online Travel Agent (OTA); apps and Online Travel Agent (OTA);
• Membangun teknologi dalam menginisiasi Big Data Platform • Building technology in initiating the Big Data Platform
untuk mengumpulkan seluruh data dari aplikasi yang to collect all data from applications that support Sales,
mendukung kegiatan Sales, Marketing dan operasional; Marketing and operational activities;
• Peningkatan layanan pada sektor cargo dengan dukungan • Improved services in the cargo sector with support
pengembangan Integrated Cargo Management System development of the Integrated Cargo Management
(ICMS); System(ICMS);
• Pengembangan infrastruktur jaringan di area Head Office • Development of network infrastructure in the Head
maupun Branch Offices untuk menghilangkan single point Office and Branch Offices area to eliminate single point
of failures yang menyebabkan terhambatnya operasional of failures which causes delays in flight operations.
penerbangan.
AVAILIBILITY DAN INFRASTRUKTUR AVAILIBILITY AND INFORMATION

TEKNOLOGI INFORMASI TECHNOLOGY INFRASTRUCTURE
Pada tahun 2019, operasional layanan IT berjalan baik dalam In 2019, IT service operations were running well in supporting
mendukung bisnis Perseroan dan terus dioptimalkan dengan the Company’s business and continued to be optimized by
melakukan implementasi project-project peningkatan implementing infrastructure improvement projects in the
infrastruktur di domestik dan internasional dimana disiapkan domestic and international systems where backup systems
backup system di layer aplikasi, network dan server untuk are prepared at the application, network and server layers
mengantisipasi jika terjadi gangguan khususnya yang to anticipate any interruptions, particularly those affecting
berdampak kepada operasional penerbangan. the flight operations.

RENCANA PENGEMBANGAN TEKNOLOGI INFORMASI KE DEPAN
RENCANA PENGEMBANGAN TEKNOLOGI INFORMASI
Plan for KE Development
Information Technology DEPAN
Pada tahun 2020, IT akan tetap fokus pada peningkatan In 2020, IT will continue to focus on increasing revenue
revenue dan cost effectiveness yaitu pada penguatan fitur and cost effectivity, namely strengthening digital channel
digital channel, automasi proses operasional, serta meng- features, automating operational processes, and enabling
enable bisnis opportunity baru bagi Garuda dan tetap new business opportunities for Garuda, while maintaining
mempertahankan tingkat layanan IT sistem GA berjalan the level of GA IT services that have been running well in
dengan baik untuk mendukung operasional Perseroan, supporting the Company’s operations, then the strategic plan
maka rencana strategi dan pelaksanaan pengembangan and implementation of information technology development
teknologi informasi secara garis besar adalah antara lain: in general include:
• Peningkatan performa dan enrichment feature pada • Improved performance and enrichment features on
direct digital channel Mobile Apps dan Web Garuda the direct digital channel Mobile Apps and Garuda
Indonesia; Indonesia Web;
• Pengembangan digital services untuk meningkatkan • Development of digital services to increase engagement
engagement dengan customer Garuda Indonesia di with Garuda Indonesia customer in own direct channel;
own direct channel; • Development of middleware for conventional agents
• Pengembangan middleware bagi agen konvensional and Online Travel Agents (OTA);
dan Online Travel Agent (OTA); • Development of Big Data for forecasting route and
• Pengembangan Big Data untuk melakukan forecasting profitability, Customer Profiling and Operation
route and profitability, Customer Profiling dan Improvement so that insights are obtained for the
Operation Improvement sehingga didapatkan insight effectiveness of operational costs;
untuk pengefektifan biaya operasional; •
• Pengembangan Loyalty System untuk mengelola • Development of a Loyalty System to manage Garuda
member Garuda Miles; Miles members;
• Memperkuat infrastruktur guna mendukung keamanan • Strengthening infrastructure to support information
informasi dan menghilangkan single point of failure security and eliminate single point of failure that has
yang berpotensi menurunkan kinerja operasional the potential to reduce Garuda Indonesia operational
Garuda Indonesia. performance.

Tata Kelola Perusahaan
Good Corporate Governance
06 Good Corporate Governance
DASAR PENERAPAN TATA KELOLA PERUSAHAAN
330
Basis of Corporate Governance Implementation
TUJUAN PENERAPAN TATA KELOLA PERUSAHAAN
332
Purpose of Application of Corporate Governance
IMPLEMENTASI PINSIP-PRINSIP TATA KELOLA PERUSAHAAN
333
Implementation of Corporate Governance Principles
KOMITMEN PERSEROAN DALAM
PENERAPAN TATA KELOLA PERUSAHAAN
335
Company’s Commitment in The Implementation of Corporate
Governance
338
Corporate Governance Structure and Mechanism
530
Property Reporting Program
531 TERBUKA
Application of Open Governance Guidelines
DASAR PENERAPAN
Basis of Corporate TATA KELOLA PERUSAHAAN
Governance Implementation

Berdasarkan hasil evaluasi (review) atas penerapan GCG

Perseroan untuk tahun 2019, Perseroan memperoleh skor
80,012 dengan kategori “Sangat Baik”.
Based on the evaluation results (review) of the Company’s GCG implementation in
2019, the Company obtained a score of 80.012 with the category “Very Good”.
Penerapan Tata Kelola Perusahaan yang Baik atau Good The implementation of Good Corporate Governance (GCG)
Corporate Governance (GCG) di dalam setiap kegiatan in every business activity is needed to be able to realize
usaha sangat dibutuhkan untuk dapat mewujudkan a company that is trusted by stakeholders, performs well,
perusahaan yang dipercaya oleh pemangku kepentingan, and grows sustainably. By adhering to this commitment,
berkinerja unggul, serta tumbuh secara berkelanjutan. the Company always follows the development of the best
Dengan berpegang pada komitmen tersebut, Perseroan governance practices that apply in the national, regional
senantiasa mengikuti perkembangan praktik tata kelola and international realms that are relevant and in accordance
terbaik yang berlaku di ranah nasional, regional, maupun with their needs. This is part of the Company’s commitment
internasional yang relevan dan sesuai dengan kebutuhannya. to encourage the establishment of a strong and independent
Ini adalah bagian dari komitmen Perseroan untuk mendorong company.
terwujudnya perusahaan yang kokoh dan independen.

Untuk mewujudkan penerapan GCG yang komprehensif, To realize the implementation of comprehensive GCG, the
Perseroan secara konsisten berpedoman pada standar Company is consistently guided by the best standards that
terbaik yang berlaku di dunia usaha internasional dan apply in the international business world and various laws
berbagai peraturan perundang-undangan yang ditetapkan and regulations set by the Government, the Law of the
oleh Pemerintah, Undang-Undang Republik Indonesia, dan Republic of Indonesia, and the Financial Services Authority
Otoritas Jasa Keuangan (OJK) sebagai berikut: (OJK) as follows:
1. Undang-Undang RI No. 40 Tahun 2007 tentang 1. RI Law No.40 of 2007 concerning Limited Liability
Perseroan Terbatas (UUPT); Companies (PT);
2. Undang-Undang RI No. 19 Tahun 2003 tentang Badan 2. RI Law No. 19 of 2003 concerning State-Owned
Usaha Milik Negara (UU BUMN); Enterprises;
3. Peraturan Menteri Badan Usaha Milik Negara No. PER-01/ 3. Regulation of the Minister of State-Owned
MBU/2011 tanggal 1 Agustus 2011 tentang Penetapan Enterprises No.PER-01/MBU/2011 dated 1 August
Tata Kelola Perusahaan yang baik (Good Corporate 2011 concerning Establishment of Good Corporate
Governance) pada Badan Usaha Milik Negara (BUMN), Governance in State-Owned Enterprises (BUMN),
sebagaimana telah diubah dengan Peraturan Menteri as amended by Minister of State-Owned Enterprises
Badan Usaha Milik Negara No. PER-09/MBU/2012 Regulation No.PER-09/MBU/2012 dated July 6, 2012;
tanggal 6 Juli 2012 (Permen BUMN No. 01/2011);
4. Peraturan Otoritas Jasa Keuangan No. 21/ 4. Financial Services Authority Regulation No.21/
POJK.04/2015 tentang Tata Kelola Perusahaan POJK.04/2015 concerning Good Corporate
Terbuka; Governance;
5. Surat Edaran Otoritas Jasa Keuangan No. 32/ 5. Financial Services Authority Circular No.32/
SEOJK.04/2015 tentang Pedoman Tata Kelola SEOJK.04/2015 concerning Guidelines for Open
Perusahaan Terbuka. Corporate Governance.
Selain dari pada itu, untuk lebih mengefektifkan implementasi In addition to that, to make the GCG implementation more
GCG, Perseroan juga melakukan penelaahan terhadap effective, the Company also reviews the best business
praktik-praktik bisnis terbaik dengan mengacu kepada: practices by referring to:
1. Pedoman Umum GCG Indonesia oleh Komite Nasional 1. General Guidelines on GCG in Indonesia by the National
Kebijakan Governance (KNKG) Tahun 2006; Committee on Governance Policy (KNKG) 2006;
2. Principles of Corporate Governance oleh Organization 2. Principles of Corporate Governance by the Organization
for Economic Co-operation and Development (OECD); for Economic Co-operation and Development (OECD);
3. ASEAN Corporate Governance Scorecard Tahun 2012; 3. ASEAN Corporate Governance Scorecard 2012;
4. Peta Arah Tata Kelola Perusahaan Indonesia (Roadmap 4. A Roadmap for Good Corporate Governance launched
Good Corporate Governance) yang diluncurkan by the Financial Services Authority in 2014.
Otoritas Jasa Keuangan pada tahun 2014.

TUJUAN PENERAPAN TATA KELOLA PERUSAHAAN
TUJUAN PENERAPAN
Purpose of Application TATA KELOLA PERUSAHAAN
of Corporate Governance
Purpose of Application of Corporate Governance

Merujuk pada Pedoman Umum Corporate Governance Referring to the General Guidelines for Indonesian
Indonesia yang dikeluarkan oleh Komite Nasional Kebijakan Corporate Governance issued by the National Committee
Governance (KNKG) pada tahun 2006 dan peraturan on Governance Policy (KNKG) in 2006 and legislation for
perundang-undangan untuk BUMN dan Perusahaan Terbuka, SOEs and Public Companies, the Company has determined
Perseroan menetapkan tujuan utama penerapan GCG the main objectives of GCG implementation as follows:
1. Mengoptimalkan nilai Perseroan agar Perseroan memiliki 1. Optimizing the value of the Company so that the
daya saing yang kuat, baik secara nasional maupun Company has strong competitiveness, both nationally
internasional, sehingga mampu mempertahankan and internationally, so that it is able to maintain its
keberadaannya dan hidup berkelanjutan untuk existence and live sustainably to achieve the goals
mencapai maksud dan tujuan Perseroan; and objectives of the Company;
2. Mendorong pengelolaan Perseroan secara profesional, 2. Encouraging the management of the Company in
efisien dan efektif serta memberdayakan fungsi dan a professional, efficient and effective manner and
meningkatkan kemandirian organ Perseroan; empowering functions and increasing the independence
3. Mendorong agar organ Perseroan dalam membuat of the Company’s organs;
keputusan dan menjalankan tindakan dilandasi nilai 3. Encouraging the Company’s organs in making decisions
moral yang tinggi dan kepatuhan terhadap peraturan and carrying out actions based on high moral values
perundang-undangan, serta kesadaran akan adanya and compliance with laws and regulations, as well
tanggung jawab sosial Perseroan terhadap pemangku as awareness of the Company’s social responsibility
kepentingan maupun kelestarian lingkungan di sekitar towards stakeholders and environmental sustainability
BUMN; around SOEs;
4. Meningkatkan kontribusi Perseroan dalam perekonomian 4. Increase the Company’s contribution to the national
nasional; economy;
5. Meningkatkan iklim yang kondusif bagi perkembangan 5. Improving a climate conducive to the development of
investasi nasional. national investment.
Selain peraturan perundang-undangan, pelaksanaan GCG In addition to the laws and regulations, the Company’s
Perseroan juga mempertimbangkan aspek-aspek pokok GCG implementation also considers the main aspects of
praktik GCG yang mencakup 3 (tiga) hal, yaitu 3P (profit, GCG practices that include 3 (three) things, namely 3P
planet, and people) atau Triple Bottom Line. Ketiga aspek (profit, planet, and people) or Triple Bottom Line. These
ini berkembang secara selaras dan berkesinambungan three aspects develop in harmony and sustainability in
sesuai dengan pertumbuhan bisnis Perseroan. accordance with the Company’s business growth.
1. Aspek profit 1. Profit aspects
Meningkatkan pendapatan dan efisiensi biaya dalam Increase revenue and cost efficiency in order to provide
rangka memberikan manfaat ekonomis bagi para economic benefits for stakeholders.
pemangku kepentingan.
2. Aspek planet 2. Aspects of the planet
Melakukan kegiatan-kegiatan yang dapat mendukung Carry out activities that can support the preservation of
kelestarian alam melalui program-program tanggung nature through corporate social responsibility programs
jawab sosial perusahaan sebagai wujud kepatuhan as a form of compliance with environmental governance.
tata kelola lingkungan.
3. Aspek people 3. The people aspect
Meningkatkan kualitas sumber daya manusia dari Improving the quality of human resources from time to
waktu ke waktu untuk mencapai pertumbuhan kinerja time to achieve sustainable performance growth and
yang berkelanjutan dan memberikan hasil yang terbaik provide the best results for all stakeholders.
bagi seluruh pemangku kepentingan.

IMPLEMENTASI PINSIP-PRINSIP TATA KELOLA
Implementation PERUSAHAAN
of Corporate Governance Principles
Dalam implementasi praktik GCG, Perseroan mengutamakan In implementing GCG practices, the Company prioritizes
penciptaan nilai tambah dan perbaikan yang konsisten the creation of added value and consistent improvements
dengan memastikan penerapan kelima prinsip utama GCG by ensuring the implementation of the five main GCG
secara benar dan sesuai dengan Peta Arah Tata Kelola principles correctly and in accordance with the Corporate
Perusahaan yang ditetapkan OJK serta praktik global Governance Direction Map established by the FSA and the
terbaik berikut ini: following global best practices:
Prinsip GCG Keterangan Implementasi

GCG Principles Explanation Implementation
Transparansi Menjaga objektivitas dalam menjalankan bisnis, perusahaan harus 1. Penyediaan informasi secara tepat waktu, memadai, jelas, akurat
Transparency menyediakan informasi yang material dan relevan dengan cara yang dan dapat diperbandingkan serta mudah diakses oleh pemangku
mudah diakses dan dipahami oleh pemangku kepentingan. kepentingan sesuai dengan haknya.
2. Pengungkapan informasi yang meliputi, tetapi tidak terbatas pada,
Mengambil inisiatif untuk mengungkapkan tidak hanya masalah yang visi, misi, sasaran usaha dan strategi Perseroan, kondisi keuangan,
disyaratkan oleh peraturan perundang-undangan, tetapi juga hal yang susunan dan kompensasi pengurus, pemegang saham pengendali,
penting untuk pengambilan keputusan oleh pemegang saham, kreditur kepemilikan saham oleh anggota Direksi dan anggota Dewan
dan pemangku kepentingan lainnya. Komisaris beserta anggota keluarganya dalam perusahaan dan
Perseroan lainnya, sistem manajemen risiko, sistem pengawasan dan
Maintaining objectivity in conducting business, companies must provide pengendalian internal, sistem dan pelaksanaan GCG serta tingkat
material and relevant information in a way that is easily accessible and kepatuhannya, dan kejadian penting yang dapat mempengaruhi
understood by stakeholders. kondisi Perseroan.
3. Pemenuhan ketentuan kerahasiaan Perseroan sesuai dengan
Take the initiative to disclose not only the problems required by peraturan perundang-undangan, rahasia jabatan, dan hak-hak
legislation, but also the things that are important for decision making by pribadi.
shareholders, creditors and other stakeholders. 4. Kebijakan Perseroan tertulis yang secara proporsional
dikomunikasikan kepada pemangku kepentingan.
1. Provision of information in a timely, adequate, clear, accurate
and comparable manner and easily accessible to stakeholders in
accordance with their rights.
2. Disclosure of information which includes, but is not limited to, the
company’s vision, mission, business goals and strategy, financial
condition, composition and compensation of management,
controlling shareholders, share ownership by members of the
Board of Directors and members of the Board of Commissioners
and their family members in the company and company others, risk
management systems, internal control and supervision systems,
systems and implementation of GCG as well as compliance levels,
and important events that can affect the condition of the company.
3. Compliance with company confidentiality provisions in accordance
with statutory regulations, confidentiality, and personal rights.
4. Written company policies that are proportionately communicated
to stakeholders.
Akuntabilitas Mempertanggungjawabkan kinerjanya secara transparan dan wajar. 1. Rincian tugas dan tanggung jawab masing-masing organ perusahaan
Accountability dan semua karyawan yang jelas dan selaras dengan visi, misi, nilai-
Mengelola bisnis secara benar, terukur dan sesuai dengan kepentingan nilai perusahaan (corporate values), dan strategi Perseroan.
perusahaan dengan tetap memperhitungkan kepentingan pemegang 2. Kepastian berjalannya sistem pengendalian internal yang efektif
saham dan pemangku kepentingan lain. dalam pengelolaan Perseroan.
3. Penetapan ukuran kinerja untuk semua jajaran Perseroan yang
Responsible for its performance transparently and fairly. konsisten dengan sasaran usaha Perseroan, serta memiliki sistem
penghargaan dan sanksi (reward and punishment system).
Manage the business correctly, measured and in accordance with the 4. Kepastian bahwa setiap organ Perseroan dan semua karyawan
interests of the company while taking into account the interests of harus berpegang pada etika bisnis dan pedoman perilaku (code of
shareholders and other stakeholders. conduct) yang telah disepakati melaksanakan tugas dan tanggung
jawabnya.
1. The details of the duties and responsibilities of each company organ
and all employees are clear and in line with the vision, mission,
company values (corporate values), and corporate strategy.
2. Certainty the operation of an effective internal control system in the
management of the company.
3. Determination of performance measures for all levels of the company
that are consistent with the company’s business goals, as well as
having a reward and punishment system.
4. Certainty that every organ of the company and all employees must
adhere to business ethics and a code of conduct that has been
agreed to carry out its duties and responsibilities.

Prinsip GCG Keterangan Implementasi

GCG Principles Explanation Implementation
Tanggung Jawab Mematuhi peraturan perundang-undangan serta melaksanakan 1. Kepastian bahwa seluruh organ Perseroan berpegang pada prinsip
Responsibility tanggung jawab terhadap masyarakat dan lingkungan sehingga dapat kehati-hatian dan peraturan perundang-undangan, anggaran dasar
terpelihara kesinambungan usaha dalam jangka panjang dan mendapat dan peraturan perusahaan (by-laws).
pengakuan sebagai good corporate citizen. 2. Pelaksanaan tanggung jawab sosial dengan antara lain peduli
Comply with laws and regulations and carry out responsibilities to terhadap masyarakat dan kelestarian lingkungan terutama di sekitar
society and the environment so that business sustainability can be Perseroan dengan membuat perencanaan dan pelaksanaan yang
maintained in the long term and be recognized as a good corporate memadai.
citizen. 1. Certainty that all of the Company’s organs adhere to the principle
of prudence and statutory regulations, statutes and company
regulations (by-laws).
2. Implementation of social responsibility, including caring for the
community and environmental sustainability, especially around the
company by making adequate planning and implementation.
Independensi Mendorong penerapan prinsip GCG yang berkelanjutan dengan melalui 1. Kepastian bahwa masing-masing organ Perseroan harus menghindari
Independence kegiatan operasional yang independen dengan kuasa yang seimbang terjadinya dominasi oleh pihak manapun, tidak terpengaruh oleh
sehingga masing-masing organ perusahaan tidak saling mendominasi kepentingan tertentu, bebas dari benturan kepentingan (conflict
dan tidak dapat diintervensi oleh pihak lain. of interest) dan dari segala pengaruh atau tekanan, sehingga
Encourage the application of sustainable GCG principles through pengambilan keputusan dapat dilakukan secara obyektif.
independent operational activities with balanced power so that each 2. Kepastian bahwa masing-masing organ Perseroan harus
company organ does not dominate each other and cannot be intervened melaksanakan fungsi dan tugasnya sesuai dengan anggaran dasar
by other parties. dan peraturan perundang-undangan, tidak saling mendominasi dan
atau melempar tanggung jawab antara satu dengan yang lain.
1. Certainty that each company organ must avoid domination by any
party, not influenced by certain interests, free from conflicts of
interest (confict of interest) and from any influence or pressure, so
that decision making can be carried out objectively.
2. Certainty that each organ of the company must carry out its
functions and duties in accordance with the articles of association
and legislation, not dominating each other and / or throwing
responsibility between one another.
Kewajaran dan Kesetaraan / Senantiasa memperhatikan kepentingan pemegang saham dan 1. Kesempatan kepada pemangku kepentingan untuk memberikan
Fairness pemangku kepentingan lainnya berdasarkan asas kewajaran dan masukan dan menyampaikan pendapat bagi kepentingan Perseroan
kesetaraan dalam menjalankan bisnis. serta membuka akses terhadap informasi sesuai dengan prinsip
Always pay attention to the interests of shareholders and other transparansi dalam lingkup kedudukan masing-masing.
stakeholders based on the principle of fairness and equality in 2. Perlakuan yang setara dan wajar kepada pemangku kepentingan
conducting business. sesuai dengan manfaat dan kontribusi yang diberikan kepada
Perseroan.
3. Kesempatan yang sama dalam penerimaan karyawan, berkarir dan
melaksanakan tugasnya secara profesional tanpa membedakan suku,
agama, ras, golongan, gender, dan kondisi fisik.
1. Opportunities for stakeholders to provide input and express opinions
for the interests of the company and open access to information in
accordance with the principle of transparency in the scope of their
respective positions.
2. Equal and fair treatment to stakeholders in accordance with the
benefits and contributions made to the company.
3. The same opportunities in hiring employees, having career and
carrying out their duties in a professional manner regardless of
ethnicity, religion, race, class, gender, and physical condition.

KOMITMEN PERSEROAN DALAM
KOMITMEN PERSEROAN DALAM PENERAPAN TATA KELOLA PERUSAHAAN
PENERAPAN TATA KELOLA PERUSAHAAN
Company’s Commitment in The Implementation of Corporate Governance
Sebagaimana dituangkan dalam Kebijakan Tata Kelola As stated in the Corporate Governance Policy, GCG
Perusahaan, kebijakan penerapan GCG di Perseroan implementation policies in the Company are formulated
dirumuskan dan diterapkan berpusat pada penciptaan and implemented centered on creating added value and
nilai tambah dan keseimbangan manfaat bagi seluruh balancing benefits for all interests.
kepentingan.
Perseroan juga secara konsisten menggunakan penilai The Company also consistently uses independent assessors
independen untuk mengetahui penerapan praktik terbaik to find out the application of GCG best practices and to
GCG yang berlaku dan senantiasa menindaklanjuti always follow up on the recommendations for implementing
rekomendasi penerapan GCG dari penilai independen. GCG from independent assessors. Assessment and updating
Pengkajian dan pengkinian atas kebijakan GCG yang berlaku of the applicable GCG policies are carried out periodically
dilakukan secara berkala dengan mempertimbangkan by considering their suitability and relevance to the latest
kesesuaian dan relevansinya dengan kondisi terkini dan conditions and applicable laws and regulations. The
peraturan perundang-undangan yang berlaku. Perseroan Company also publishes and disseminates policies on
juga mempublikasikan dan mensosialisasikan kebijakan internal communication channels to strengthen the culture
pada saluran komunikasi internal untuk memperkuat budaya of compliance and the application of ethical values and
kepatuhan dan pemberlakuan nilai-nilai dan norma etika di norms in all business units and operational activities.
seluruh unit bisnis dan kegiatan operasionalnya.
TAHAPAN GCG GCG STAGE

Perseroan menyadari pentingnya penerapan GCG secara The Company realizes the importance of implementing
terarah dan terencana. Oleh karena itu, implementasi GCG GCG in a directed and planned manner. Therefore, the
Perseroan juga berlandaskan pada roadmap GCG yang implementation of the Company’s GCG is also based on
telah disusun untuk mencapai GCG Excellence. Perseroan the GCG roadmap that has been prepared to achieve GCG
telah mulai merancang roadmap GCG sejak tahun 2005 Excellence. The Company has started to design the GCG
sampai dengan saat ini dengan tahapan-tahapan yang roadmap since 2005 until now with stages that are adjusted
disesuaikan dengan pertumbuhan Perseroan. to the growth of the Company.
Tahapan demi tahapan telah diselesaikan oleh Perseroan The stages have been completed by the Company with
dengan berbagai pencapaian positif sampai dengan tahun various positive achievements until 2018. In 2019, the
2018. Pada tahun 2019, Perseroan memasuki tahapan Company has entered a new stage in its efforts to maintain
baru dalam upayanya mempertahankan komitmen sebagai its commitment as a public company that is always compliant
sebuah perusahaan terbuka yang senantiasa patuh terhadap with the implementation of good corporate governance.
pelaksanaan tata kelola perusahaan yang baik. Sejalan In line with the GCG roadmap launched by the OJK, the
dengan roadmap GCG yang dicanangkan oleh OJK, maka Company runs the Strengthening of Good Corporate
Perseroan menjalankan tahapan Strengthening of Good Governance stage towards achieving open corporate
Corporate Governance menuju pencapaian praktik tata governance practices that are aligned with ASEAN countries.
kelola perusahaan terbuka yang sejajar dengan negara-
negara di ASEAN.
Berikut tahapan GCG yang telah dilaksanakan oleh Perseroan The following are the stages of GCG that have been carried
hingga saat ini. out by the Company to date.
Tahun Tahapan GCG Implementasi GCG

Year GCG Stages GCG Implementation
• Komitmen Bersama Direksi, Dewan Komisaris, dan Pegawai terhadap GCG

• Struktur dan Mekanisme Organ Utama Perseroan
2005-2008 Good Garuda Governance
• Joint Commitments of Directors, Board of Commissioners, and Employees towards GCG
• Structure and Mechanism of the Company’s Main Organs
2009-2010 Good Governed Garuda Legal Due Diligence IPO

Tahun Tahapan GCG Implementasi GCG

Year GCG Stages GCG Implementation
• Etika Bisnis & Etika Kerja

• Anggaran Dasar
• Board Manual
• Sistem Pelaporan Pelanggaran
• Program Anti Gratifikasi
• Pengelolaan Sistem Pelaporan Pelanggaran
• Sistem Online Laporan Gratifikasi
• Laporan Harta Kekayaan Penyelenggara Negara (LHKPN)
• Enterprise Risk Management (ERM)
2011-2013 Good Garuda Citizen
• Business Ethics & Work Ethics
• Articles of Association
• Board Manual
• Violation Reporting System
• Anti-Gratuity Program
• Management of the Violation Reporting System
• Online Gratuity Report System
• State Organizer Asset Report (LHKPN)
• Enterprise Risk Management (ERM)
• Penyempurnaan Kebijakan dan Manual
• Board of Director Policy Manual
• Penerapan GCG pada Garuda Indonesia Group
• GCG Holding Organization
• Adoption GCG Roadmap OJK
• Penyempurnaan GCG di web GA
• Governance Risk Compliance (GRC)
2014-2016 Garuda Group Governance
• Improving Policies and Manuals
• Board of Director Policy Manual
• GCG implementation in the Garuda Indonesia Group
• GCG Holding Organization
• Adoption of OGK Roadmap GCG
• Improvements to GCG on the GA web
• Governance Risk Compliance (GRC)
• Penyelarasan Kebijakan Tata Kelola sebagai Perusahaan Terbuka (Implementasi Rekomendasi OJK)
• Efektivitas Pelaksanaan Program GCG (LHKPN dan Gratifikasi) dalam Group Usaha
• Pemenuhan ASEAN CG Scorecard
• Internalisasi Pedoman Etika dan Program GCG
Strengthening of Good Corporate
2017 - 2019 • Aligning Corporate Governance Policies as a Public Company (Implementation of OJK
Governance
Recommendations)
• Effectiveness of GCG Program Implementation (LHKPN and Gratification) in Business Groups
• Compliance with ASEAN CG Scorecard
• Internalization of the Ethics Guidelines and GCG Program
Good Garuda Governance Good Garuda Governance

Pada tahap ini, Perseroan berkomitmen untuk At this stage, the Company is committed to implementing
mengimplementasikan aspek kepatuhan terhadap peraturan aspects of compliance with applicable laws and regulations.
dan perundang-undangan yang berlaku. Sikap kepatuhan Adherence is believed to be one of the roots of the
diyakini menjadi salah satu akar penerapan praktik GCG implementation of good GCG practices. This stage is in
yang baik. Tahapan ini telah sesuai dengan roadmap GCG accordance with the GCG roadmap published by the National
yang diterbitkan oleh Komite Nasional Kebijakan Governance Governance Policy Committee (KNKG), namely the Corporate
(KNKG) yaitu Corporate Governance Commitment. Governance Commitment.
Good Governed Garuda Good Governed Garuda

Merujuk pada kesesuaian dengan roadmap GCG KNKG Referring to the conformity with the KNKG GCG roadmap,
yaitu Good Governed Company, pada tahap ini Perseroan namely the Good Governed Company, at this stage the
melakukan proses internalisasi tata nilai dan budaya kerja Company undertook a process of internalizing the values
yang dikenal sebagai “FLY-HI”. Setelah beranjak dari aspek and work culture known as “FLY-HI”. After moving from
kepatuhan, Perseroan berupaya untuk menyeragamkan the aspect of compliance, the Company seeks to uniform
tujuan dan persepsi setiap individu, sehingga setiap individu the goals and perceptions of each individual, so that each
mampu bersikap dan bertingkah laku yang mencerminkan individual is able to behave and act that reflects the character
karakter Insan Garuda Indonesia. of Garuda Indonesia personnel.

Good Garuda Citizen Good Garuda Citizen

Pada tahap ini, Perseroan mewujudkan praktik bisnis At this stage, the Company embodies clean, ethical, and
yang bersih, beretika, dan bermartabat di semua lapisan dignified business practices at all levels of the organization
organisasi dengan menerbitkan buku Pedoman Etika Bisnis by publishing the Code of Business Ethics and Work Ethics
dan Etika Kerja beserta Panduan Whistleblowing System along with the Whistleblowing System (WBS) Guide. In
(WBS). Sesuai dengan roadmap GCG KNKG yaitu Good accordance with the KNKG GCG roadmap, Good Corporate
Corporate Citizen, tahap ini bertujuan untuk membangun Citizen, this stage aims to build a GCG culture through an
budaya GCG melalui pendekatan pada 3 (tiga) aspek penting approach to 3 (three) important aspects, namely “Leadership,
yaitu “Leadership, Systems dan Members”. Systems and Members”.
Garuda Group Governance Garuda Group Governance

Pada tahap ini, Perseroan berupaya untuk mendorong At this stage, the Company seeks to encourage the
pelaksanaan GCG pada Entitas Anak menuju sebuah implementation of GCG in its Subsidiaries towards a
perusahaan yang kokoh dan independen. Tahapan ini strong and independent company. This stage is focused
difokuskan untuk membentuk dan mengimplementasikan on forming and implementing tools and programs related
perangkat serta program-program terkait dengan to the implementation of GCG in Subsidiaries to be in
pelaksanaan GCG pada Entitas Anak agar sejalan dengan line with the implementation of GCG in the Company
pelaksanaan GCG pada Entitas Perseroan. Di antaranya Entity. Among these are the implementation of the GCG
adalah pelaksanaan GCG Assessment, pelaksanaan program Assessment, the implementation of the WBS program, and
WBS, dan pelaporan Harta Kekayaan. the reporting of Assets.
Strengthening of Good Corporate Governance Strengthening of Good Corporate Governance

Tahapan ini merupakan tahapan penguatan atas penerapan This stage is the strengthening stage for the implementation
GCG yang telah dijalankan oleh Perseroan sesuai dengan of GCG that has been carried out by the Company in
roadmap yang disusun. Pada tahapan ini Perseroan accordance with the compiled roadmap. At this stage
senantiasa memastikan terimplementasinya program- the company continues to ensure the implementation
program GCG Perseroan, pedoman etika, dan kebijakan of corporate GCG programs, ethical guidelines, and
tata kelola perusahaan guna mendukung pencapaian corporate governance policies to support the achievement
Perseroan menuju penerapan praktik tata kelola perusahaan of the company towards the implementation of corporate
berdasarkan standar perusahaan di ASEAN. Dalam governance practices based on company standards in
melaksanakan tahapan ini, Perseroan telah menyesuaikan ASEAN. In carrying out this stage, the Company has adjusted
standar tata kelola perusahan terbuka berdasarkan ketentuan the standards of open company governance based on
dari otoritas pasar modal, diantaranya dengan pengungkapan the provisions of the capital market authority, including
dalam laporan tahunan atas implementasi rekomendasi OJK disclosure in the annual report on the implementation of OJK
dalam kaitannya dengan tata kelola perusahaan terbuka. recommendations in relation to public company governance.

STRUKTUR DAN
Corporate Governance MEKANISME
Structure and Mechanism TATA KELOLA PERUSAHAAN
STRUKTUR ORGAN PERUSAHAAN ORGAN STRUCTURE OF THE COMPANY

Berdasarkan Undang-Undang No. 40 Tahun 2007 tentang Based on Law No. 40 of 2007 concerning Limited
Perseroan Terbatas, struktur organ utama GCG Perseroan Liability Companies, the structure of the main organs of
terdiri dari Rapat Umum Pemegang Saham (RUPS), Dewan the Company’s GCG consists of the General Meeting of
Komisaris, dan Direksi. Organ Perseroan tersebut memainkan Shareholders (GMS), the Board of Commissioners, and the
peran kunci dalam keberhasilan pelaksanaan GCG. Selain itu, Board of Directors. The Company’s organs play a key role
Perseroan juga telah membentuk organ-organ pendukung in the successful implementation of GCG. In addition, the
GCG di bawah Dewan Komisaris, yaitu Komite Audit, Company has also formed GCG support organs under the
Komite Pengembangan Usaha dan Pemantauan Risiko, Board of Commissioners, namely the Audit Committee, the
Komite Nominasi dan Remunerasi dan Sekretaris Dewan Business Development and Risk Monitoring Committee, the
Komisaris serta organ pendukung GCG di bawah Direksi Nomination and Remuneration Committee and the Secretary
yang terdiri dari Sekretaris Perusahaan dan Satuan Pengawas of the Board of Commissioners and the GCG supporting
Internal (SPI). organs under the Board of Directors consisting of the
Corporate Secretary and the Unit Internal Supervisor (SPI).
Dalam pelaksanaannya, masing-masing organ Perseroan In its implementation, each of the Company’s organs carries
tersebut menjalankan tugas, fungsi dan tanggung jawabnya out its duties, functions and responsibilities independently
secara independen untuk kepentingan Perseroan sesuai for the interests of the Company in accordance with statutory
dengan ketentuan perundang-undangan, Anggaran Dasar provisions, the Company’s Articles of Association, and other
Perseroan, dan ketentuan lain yang berlaku. applicable provisions.
PEMEGANG SAHAM
Shareholders
KOMITE-KOMITE DEWAN KOMISARIS DIREKSI

Committees Board of Commissioners Board of Directors
DEPARTEMEN
SEKRETARIS
AUDIT INTERNAL MANAJEMEN RISIKO LAINNYA
Internal Audit
PERUSAHAAN Risk Management Other Functional
Corporate Secretary
Department
MANAGER SENIOR
Senior Managers
MANAGER
Managers
STAFF / KARYAWAN
Staff / Employess

Penunjukan Direktur yang Bertanggung Jawab Dalam Appointment of Director Responsible for the
Penerapan dan Pemantauan Tata Kelola Perusahaan Implementation and Monitoring of Corporate Governance
Dalam rangka memenuhi ketentuan Pasal 19 Permen BUMN In order to comply with the provisions of Article 19 of SOE
No. PER-01/MBU/2011, bahwa salah seorang anggota Ministerial Regulation No. PER-01 / MBU / 2011, that one
Direksi ditunjuk oleh Rapat Direksi sebagai penanggung of the members of the Board of Directors is appointed by
jawab dalam penerapan dan pemantauan GCG di BUMN the Board of Directors Meeting as the person responsible
yang bersangkutan, maka melalui Keputusan Direksi tanggal for the implementation and monitoring of GCG in the SOE
29 April 2019 Direksi menunjuk Direktur Human Capital concerned, then through a Board of Directors Decree on April
Perseroan sebagai Direktur yang bertanggung jawab dalam 29, 2019 the Board of Directors appoints the Director of
penerapan dan pemantauan GCG di Garuda Indonesia. Human Capital of the Company as the Director responsible
for GCG implementation and monitoring in Garuda Indonesia.
GOVERNANCE SOFT STRUCTURE GOVERNANCE SOFT STRUCTURE

Sebagai landasan dalam mengimplementasikan GCG, As a basis for implementing GCG, the Company has
Perseroan telah menetapkan dan mengesahkan Kebijakan established and ratified the Corporate Governance Policy
Tata Kelola Perusahaan yang merupakan pedoman which is a guideline for implementing Corporate Governance
kebijakan pelaksanaan Tata Kelola Perusahaan; Board policy; Board Manual which is a guideline for Directors
Manual yang merupakan pedoman dalam bagi Direksi and Board of Commissioners in carrying out their duties
dan Dewan Komisaris dalam melaksanakan tugas dan and responsibilities; Guidelines for Business Ethics & Work
tanggung jawabnya; Pedoman Etika Bisnis & Etika Kerja Ethics which are guidelines for work behavior for Garuda
yang merupakan pedoman perilaku kerja bagi Insan Garuda Indonesia personnel and guidelines for Garuda Indonesia
Indonesia dan pedoman bagi Insan Garuda Indonesia dalam personnel in carrying out the Company’s business activities
melaksanakan kegiatan usaha Perseroan dengan pihak with stakeholders. The Company has also established
pemangku kepentingan. Perseroan juga telah menetapkan and continuously updated operational procedures and
dan memperbaharui secara terus-menerus prosedur- technical manuals in all lines of the organization so that each
prosedur operasional dan manual-manual teknis pada organizational function in carrying out its duties is guided
seluruh lini organisasi sehingga setiap fungsi organisasi by and complied with the established rules and policies.
dalam melaksanakan tugasnya berpedoman dan tunduk
kepada aturan dan kebijakan yang telah ditetapkan tersebut.
MEKANISME TATA KELOLA CORPORATE GOVERNANCE

PERUSAHAAN MECHANISM
PEMEGANG SAHAM SHAREHOLDERS

Pemegang Saham sebagai pemilik modal dan memiliki hak Shareholders as owners of capital and have rights and
dan tanggung jawab atas Perseroan sesuai dengan peraturan responsibilities for the Company in accordance with statutory
perundang-undangan dan Anggaran Dasar. Pemegang regulations and the Articles of Association. Shareholders are
Saham merupakan organ Perseroan yang mempunyai the Company’s organs that have the authority not given to
kewenangan yang tidak diberikan kepada Dewan Komisaris the Board of Commissioners and Directors within the limits
dan Direksi dalam batas yang ditentukan dalam peraturan specified in the legislation and the Articles of Association.
perundang-undangan dan Anggaran Dasar.
Pemegang saham tidak bertanggung jawab secara pribadi Shareholders are not personally responsible for the
atas perikatan yang dibuat atas nama Perseroan dan tidak agreements made on behalf of the Company and are not
bertanggung jawab atas kerugian Perseroan melebihi responsible for the losses of the Company in excess of
saham yang dimilikinya. Setiap Pemegang Saham menurut its shares. Each Shareholder according to the law must
hukum harus tunduk kepada Anggaran Dasar Perseroan dan comply with the Company’s Articles of Association and
kepada semua keputusan yang diambil dengan sah dalam all decisions taken legally in the GMS and the applicable
RUPS serta peraturan perundang-undangan yang berlaku. laws and regulations.
Pemegang Saham Perseroan terdiri dari Saham Seri A The Company’s Shareholders consist of Dwiwarna Series
Dwiwarna yang hanya khusus dapat dimiliki Negara Republik A Shares which can only be owned by the Republic of
Indonesia dan Saham Seri B yang dapat dimiliki oleh Negara Indonesia and Series B Shares which can be owned by the
Republik Indonesia dan/atau masyarakat. Republic of Indonesia and / or the public.

INFORMASI PEMEGANG SAHAM UTAMA DAN INFORMATION ON MAIN SHAREHOLDERS AND

PENGENDALI CONTROLS
Garuda Indonesia merupakan suatu badan hukum yang Garuda Indonesia is a state-owned legal entity (BUMN/SOE)
dimiliki oleh negara (BUMN) dengan kepemilikan saham with the majority ownership of Garuda Indonesia owned by
mayoritas Garuda Indonesia dimiliki oleh Pemerintah the Government of the Republic of Indonesia, in this case
Republik Indonesia yang dalam hal ini diwakili oleh represented by the Ministry of State-Owned Enterprises at
Kementerian Badan Usaha Milik Negara sebesar 60,54% 60.54% and Trans Airways at 25.61%. Accordingly, the Main
dan Trans Airways sebesar 25,61%. Dengan demikian, Shareholders and Controllers of Garuda Indonesia are the
Pemegang Saham Utama dan Pengendali Garuda Indonesia Government of the Republic of Indonesia and Trans Airways.
adalah Pemerintah Republik Indonesia dan Trans Airways.
Pemerintah Republik Indonesia

Trans Airways
Indonesia Government
(25,61%)
(60,54%)
Garuda Indonesia
HAK PEMEGANG SAHAM SHAREHOLDERS ‘RIGHTS

Sepanjang dalam Anggaran Dasar Perseroan tidak ditetapkan To the extent that the Articles of Association of the
lain, maka Pemegang Saham Seri A Dwiwarna dan Pemegang Company are not stipulated otherwise, the Dwiwarna
Saham Seri B mempunyai hak yang sama dan setiap 1 Series A Shareholders and the Series B Shareholders have
(satu) saham memberikan 1 (satu) hak suara. Saham Seri the same rights and every 1 (one) share gives 1 (one) vote.
A Dwiwarna merupakan saham yang dimiliki khusus oleh Dwiwarna A Series shares are special shares owned by the
Negara Republik Indonesia yang memberikan kepada Republic of Indonesia that give its holders the privilege as
pemegangnya hak istimewa sebagai Pemegang Saham Dwiwarna A series shareholders. Based on the provisions
Seri A Dwiwarna. Berdasarkan ketentuan Anggaran Dasar of the Company’s Articles of Association, the privileges of
Perseroan, Hak istimewa Pemegang Saham Seri A Dwiwarna Dwiwarna Series A Shareholders are as follows:
1. Hak untuk menyetujui dalam RUPS mengenai hal 1. The right to approve at the GMS regarding the following
sebagai berikut: matters:
a. Persetujuan perubahan Anggaran Dasar; a. Approval of amendments to the Articles of Association;
b. Persetujuan perubahan permodalan; b. Approval of capital changes;
c. Persetujuan pengangkatan dan pemberhentian c. Approval of the appointment and dismissal of
anggota Direksi dan Dewan Komisaris; members of the Board of Directors and the Board
of Commissioners;
d. Persetujuan terkait penggabungan, pemisahan d. Approval related to merger, separation and
dan pembubaran; dissolution;
e. Persetujuan remunerasi anggota Direksi dan e. Approval of remuneration for members of the Board
Dewan Komisaris; of Directors and the Board of Commissioners;
f. Persetujuan pemindahtanganan aset yang f. Approval for the transfer of assets based on the
berdasarkan anggaran dasar perlu persetujuan articles of association requires the approval of
RUPS; the GMS;
g. Persetujuan mengenai penyertaan dan g. Approval regarding the participation and reduction
pengurangan persentase penyertaan modal pada of the percentage of equity participation in
perusahaan lain yang berdasarkan anggaran dasar other companies which based on the articles
perlu persetujuan RUPS; of association needs the approval of the GMS;

h. Persetujuan penggunaan laba; h. Approval for the use of profit;

i. Persetujuan mengenai investasi dan pembiayaan i. Approval of long-term investments and non-
jangka panjang yang tidak bersifat operasional yang operational financing based on the articles of
berdasarkan anggaran dasar perlu persetujuan RUPS. association requires the approval of the GMS.
2. Hak untuk mengusulkan calon anggota Direksi dan 2. The right to propose candidates for members of the
calon anggota Dewan Komisaris; Board of Directors and prospective members of the
Board of Commissioners;
3. Hak untuk mengusulkan agenda RUPS; 3. The right to propose a GMS agenda;
4. Hak untuk meminta dan mengakses data dan dokumen 4. Right to request and access company data and
Perseroan; documents;
Selain daripada hak istimewa Pemegang Saham Seri A Other than the special rights of the Dwiwarna Series
Dwiwarna sebagaimana disebutkan di atas, baik Pemegang A Shareholders as mentioned above, both the Series A
Saham Seri A maupun Pemegang Saham Seri B memiliki hak Shareholders and the Series B Shareholders have the same
yang sama sepanjang tidak ditentukan lain oleh Anggaran rights provided that they are not otherwise stipulated by
Dasar Perseroan, antara lain sebagai berikut: the Company’s Articles of Association, as follows:
1. Hak untuk menghadiri, menyampaikan pendapat, dan 1. The right to attend, express opinions and vote at a
memberikan suara dalam RUPS berdasarkan ketentuan GMS based on the provisions of one share gives the
satu saham memberi hak kepada pemegangnya untuk holder the right to issue one vote;
mengeluarkan satu suara;
2. Hak untuk memperoleh informasi mengenai Perseroan 2. The right to obtain information about the company
secara tepat waktu, benar dan teratur, kecuali hal-hal in a timely, correct and orderly manner, except for
yang bersifat rahasia, sehingga memungkinkan pemegang confidential matters, so as to enable shareholders to
saham membuat keputusan mengenai investasinya dalam make decisions about their investment in the company
Perseroan berdasarkan informasi yang akurat; based on accurate information;
3. Hak untuk menerima bagian dari keuntungan Perseroan 3. The right to receive a share of the profits of a company
yang diperuntukkan bagi pemegang saham dalam bentuk intended for shareholders in the form of dividends
dividen dan pembagian keuntungan lainnya, sebanding and other profit sharing, proportional to the number
dengan jumlah saham yang dimilikinya; of shares owned by it;
4. Mengajukan gugatan terhadap Perseroan ke Pengadilan 4. Submitting a lawsuit against the Company to the District
Negeri apabila dirugikan karena tindakan Perseroan Court if it is harmed by the actions of the Company which
yang dianggap tidak adil dan tanpa alasan yang wajar are considered to be absent and without a reasonable
sebagai akibat keputusan RUPS; reason as a result of the GMS decision;
5. Meminta kepada Perseroan agar sahamnya dibeli 5. Asking the Company to buy its shares at a fair price if
dengan harga yang wajar apabila pemegang saham yang the relevant shareholders do not approve the Company’s
bersangkutan tidak menyetujui tindakan Perseroan yang actions that are detrimental to the relevant shareholders,
merugikan pemegang saham yang bersangkutan, berupa: in the form of:
a. Perubahan Anggaran Dasar; a. Amendment to the Articles of Association;
b. Pengalihan atau penjaminan kekayaan Perseroan b. Transfer or guarantee of the Company’s assets
yang mempunyai nilai lebih dari 50% (lima puluh that have a value of more than 50% (fifty percent)
persen) kekayaan bersih Perseroan; atau of the Company’s net assets; or
c. Penggabungan, peleburan, pengambilalihan, c. merging, consolidation, expropriation, or
atau pemisahan. separation..
6. Mengajukan permohonan penyelenggaraan RUPS 6. Submitting a request for the holding of a General
dengan ketentuan kepemilikan pemegang saham Meeting of Shareholders provided that the shareholders’
tersebut, secara sendiri atau bersama-sama, mewakili ownership, individually or jointly, represents 1/10 (one-
1/10 (satu per sepuluh) atau lebih dari jumlah seluruh tenth) or more of the total shares with voting rights;
saham dengan hak suara;
7. Atas nama Perseroan, pemegang saham yang mewakili 7. On behalf of the Company, shareholders who represent
paling sedikit 1/10 (satu per sepuluh) bagian dari at least 1/10 (one tenth) of the total number of shares
jumlah seluruh saham dengan hak suara dapat with voting rights can file a lawsuit through a district
mengajukan gugatan melalui pengadilan negeri court against a member of the Board of Directors
terhadap anggota Direksi atau Dewan Komisaris yang or Board of Commissioners who due to an error or
karena kesalahan atau kelalaiannya menimbulkan negligence has caused a loss to the Company;
kerugian pada Perseroan;

8. Satu pemegang saham atau lebih yang mewakili paling 8. One or more shareholders who represent at least 1/10
sedikit 1/10 (satu per sepuluh) bagian dari jumlah (one tenth) of the total number of shares with voting
seluruh saham dengan hak suara, dapat mengajukan rights, may submit an examination of the Company if
pemeriksaan terhadap Perseroan apabila terdapat there is a suspicion that the Company has committed
dugaan bahwa Perseroan melakukan perbuatan an unlawful act which has disadvantaged shareholders
melawan hukum yang merugikan pemegang saham or third parties or a member of the Board of Directors
atau pihak ketiga atau anggota Direksi atau Dewan or the Board of Commissioners committing an illegal
Komisaris melakukan perbuatan melawan hukum act that harms the Company or shareholders or a
yang merugikan Perseroan atau pemegang saham third party; and
atau pihak ketiga; dan 9. The right to obtain a complete explanation and accurate
9. Hak untuk memperoleh penjelasan lengkap dan information regarding the procedures that must be
informasi yang akurat mengenai prosedur yang harus fulfilled with respect to the holding of the GMS so
dipenuhi berkenaan dengan penyelenggaraan RUPS that shareholders can participate in decision making,
agar pemegang saham dapat berpartisipasi dalam including decisions regarding matters affecting the
pengambilan keputusan, termasuk keputusan mengenai existence of the company and the rights of shareholders.
hal-hal yang mempengaruhi eksistensi perusahaan
dan hak pemegang saham.
PERLAKUAN YANG SAMA TERHADAP SAME TREATMENT OF SHAREHOLDERS

PEMEGANG SAHAM
Perseroan memberikan hak yang setara kepada seluruh Perseroan memberikan hak yang setara kepada seluruh
pemegang saham, tanpa membedakan jumlah, jenis dan pemegang saham, tanpa membedakan jumlah, jenis dan kelas
kelas saham yang dimiliki, kecuali sebagaimana ditentukan saham yang dimiliki, kecuali sebagaimana ditentukan dalam
dalam Anggaran Dasar Perseroan. Dewan Komisaris dan Anggaran Dasar Perseroan. The Board of Commissioners
Direksi dalam hal ini juga wajib memenuhi hak setiap and Directors in this regard are also required to fulfill the
Pemegang Saham sesuai dengan peraturan perundang- rights of each Shareholder in accordance with the laws and
undangan dan Anggaran Dasar Perseroan. regulations and the Company’s Articles of Association.
RAPAT UMUM PEMEGANG SAHAM GENERAL MEETING OF SHAREHOLDERS

Rapat Umum Pemegang Saham (RUPS) merupakan The General Meeting of Shareholders (GMS) is the highest
pemegang kekuasaan tertinggi dalam struktur kepengurusan authority in the management structure of the Company
Perseroan dan memiliki wewenang yang tidak dimiliki oleh and has authority that is not owned by the Board of
Dewan Komisaris dan Direksi. Sesuai Anggaran Dasar Commissioners and Directors. In accordance with the
Perseroan, wewenang tersebut antara lain termasuk Company’s Articles of Association, such authority includes
mengambil keputusan terkait pengubahan Anggaran Dasar making decisions related to amending the Company’s Articles
Perseroan, mengangkat dan memberhentikan Direktur dan of Association, appointing and dismissing Directors and
Anggota Dewan Komisaris, memutuskan pembagian tugas Members of the Board of Commissioners, deciding on the
dan wewenang pengurusan di antara Direktur dan hal-hal division of tasks and management authority among Directors
lain terkait penggabungan, peleburan, pengambilalihan, and other matters related to mergers, consolidations,
kepailitan, dan pembubaran Perseroan. expropriations, bankruptcy, and dissolution of the Company.
Rapat Umum Pemegang Saham berhak memperoleh General Meeting of Shareholders is entitled to obtain
seluruh informasi tentang jalannya Perseroan dan meminta all information about the course of the Company and to
pertanggungjawaban kepada Dewan Komisaris dan Direksi hold the Board of Commissioners and Board of Directors
atas pengelolaan Perseroan. accountable for the management of the Company.
1. RUPS Perseroan terdiri dari: 1. The Company’s General Meeting of Shareholders consists of:
a. RUPS Tahunan; a. Annual GMS;
b. RUPS Luar Biasa. b. Extraordinary GMS.
2. RUPS Tahunan diadakan tiap-tiap tahun untuk 2. The Annual General Meeting of Shareholders is held annually
menyetujui di antaranya Laporan Tahunan, penggunaan to approve, among others, the Annual Report, the use of
laba atau penetapan Kantor Akuntan Publik; profits or the establishment of a Public Accountant Office;
3. RUPS Tahunan mengenai laporan tahunan diadakan 3. The Annual General Meeting of Shareholders on annual
paling lambat enam bulan setelah tahun penutupan reports shall be held no later than six months after the
buku yang bersangkutan; year of closing of the relevant book;

4. RUPS Luar Biasa dapat diadakan setiap waktu sesuai 4. Extraordinary GMS can be held at any time according
dengan kebutuhan untuk kepentingan Perseroan. to the needs of the Company’s interests.
PROSES PENYELENGGARAAN RUPS PROCESS OF THE AGMS

Sesuai Anggaran Dasar Perseroan, RUPS dalam Perseroan In accordance with the Company’s Articles of Association,
adalah RUPS Tahunan (RUPST) dan RUPS Luar Biasa the GMS in the Company is the Annual GMS (AGMS) and
(RUPSLB). Extraordinary GMS (EGMS).
RUPS Tahunan (RUPST) Annual GMS (AGMS)

RUPST diselenggarakan selambat-lambatnya 5 (lima) bulan The AGMS is held no later than 5 (five) months after
setelah akhir tahun buku. Selama rapat berlangsung, para the end of the financial year. During the meeting, the
Pemegang Saham membahas agenda yang telah ditetapkan Shareholders discussed the established agenda and other
dan hal lain yang memerlukan persetujuan RUPS untuk matters that required the approval of the GMS for the benefit
kepentingan Perseroan dengan memperhatikan ketentuan of the Company, taking into account the provisions of the
Anggaran Dasar Perseroan. Company’s Articles of Association.
RUPS Luar Biasa (RUPSLB) Extraordinary GMS (EGMS)

RUPSLB dapat diadakan setiap waktu berdasarkan kebutuhan The EGMS can be held at any time based on the need for
untuk kepentingan Perseroan. Penyelenggaraan RUPSLB dapat the interests of the Company. The EGMS can be held at
dilakukan atas permintaan 1 (satu) orang atau lebih pemegang the request of 1 (one) or more shareholders who together
saham yang bersama-sama mewakili 1/10 (satu persepuluh) represent 1/10 (one tenth) or more than the number of
atau lebih dari jumlah seluruh saham dengan hak suara. shares with voting rights.
RENCANA DAN PENYELENGGARAAN RUPS PLAN AND GMS IMPLEMENTATION

RUPST dan RUPSLB diselenggarakan dengan didahului AGMS and EGMS are held in advance of careful planning
perencanaan yang matang dan tetap mematuhi panduan and still adhere to the procedural guidelines as stipulated in
prosedur sebagaimana diatur dalam Anggaran Dasar dan the Articles of Association and Financial Services Authority
Peraturan Otoritas Jasa Keuangan No. 32/POJK.04/2014 Regulation No. 32 / POJK.04 / 2014 dated 8 December
tanggal 8 Desember 2014 tentang Rencana dan 2014 concerning Plans and Organizing of a Public Company
Penyelenggaraan RUPS Perusahaan Terbuka jo. Peraturan GMS jo. Financial Services Authority Regulation No. 10 /
Otoritas Jasa Keuangan No. 10/POJK.04/2017. Dalam POJK.04 / 2017. In the regulation, the holding of the GMS
peraturan tersebut, penyelenggaraan RUPS oleh Perseroan by the Company consists of several stages starting from
terdiri dari beberapa tahap mulai dari pemberitahuan the notice of the holding of the GMS, the announcement
penyelenggaraan RUPS, pengumuman RUPS, pemanggilan of the GMS, summons to the GMS and holding of the GMS.
RUPS dan penyelenggaraan RUPS.
Perseroan telah mematuhi prosedur RUPS terkini dan The Company has complied with the latest GMS procedures
menyelenggarakan RUPS dengan tahapan berikut: and convened the GMS at the following stages:
1. Perseroan menyampaikan kepada Otoritas Jasa 1. The Company submits to the Financial Services Authority
Keuangan (OJK) perihal rencana penyelenggaraan (FSA) regarding the plan for holding a GMS at the latest
RUPS selambat-lambatnya 5 (lima) hari kerja sebelum 5 (five) working days before the announcement of
pengumuman RUPS, dengan tanpa memperhitungkan the GMS, without taking into account the date of the
tanggal pengumuman RUPS; announcement of the GMS;
2. Perseroan melakukan pengumuman RUPS kepada para 2. The Company shall announce the GMS to shareholders
pemegang saham melalui surat kabar harian berbahasa through a daily Indonesian language newspaper with
Indonesia yang berperedaran nasional, situs web Bursa national circulation, the website of the Indonesia
Efek Indonesia, dan situs web Perseroan paling lambat Stock Exchange, and the Company’s website no
14 (empat belas) hari sebelum pemanggilan RUPS later than 14 (fourteen) days prior to the invitation
dengan tidak memperhitungkan tanggal pengumuman of a GMS by not counting the announcement and
dan pemanggilan RUPS; notice of the GMS;
3. Perseroan melakukan pemanggilan RUPS melalui surat 3. The Company calls the GMS through a daily Indonesian
kabar harian berbahasa Indonesia yang berperedaran language newspaper with national circulation, the
nasional, situs web Bursa Efek Indonesia, dan situs website of the Indonesia Stock Exchange, and the
web Perseroan paling lambat 21 (dua puluh satu) Company’s website no later than 21 (twenty one)
hari sebelum RUPS dengan tidak memperhitungkan days before the GMS by not counting the date of the
tanggal pemanggilan dan tanggal RUPS; notice and date of the GMS;

4. Perseroan menyampaikan bukti pengumuman dan 4. The Company shall submit evidence of the
pemanggilan RUPS kepada OJK paling lambat 2 announcement and summons of the GMS to OJK no
(dua) hari kerja setelah penerbitan pengumuman later than 2 (two) working days after the publication
dan pemanggilan tersebut; of the announcement and summons;
5. Perseroan mengumumkan ringkasan risalah RUPS 5. The Company announces the summary of the minutes of
melalui surat kabar harian berbahasa Indonesia the GMS through a daily Indonesian language newspaper
yang berperedaran nasional, situs web Bursa Efek with national circulation, the website of the Indonesia
Indonesia, dan situs web Perseroan paling lambat Stock Exchange, and the Company’s website no later
2 (dua) hari kerja setelah RUPS dan menyampaikan than 2 (two) working days after the GMS and submits
bukti pengumumannya kepada OJK paling lambat 2 evidence of the announcement to the FSA no later than
(dua) hari kerja setelah diumumkan. 2 (two) days work after it was announced.
PEMUNGUTAN SUARA VOTING

Sesuai dengan Pasal 25 ayat 14 Anggaran Dasar In accordance with Article 25 paragraph 14 of the Company’s
Perseroan dan Tata Tertib RUPS, tata cara pemungutan Articles of Association and RUPS Rules of Procedure, the
suara yang dilakukan dalam pelaksanaan RUPS adalah procedure for voting conducted in the conduct of a GMS is
secara lisan kecuali apabila Pimpinan Rapat menentukan verbally unless the Chairperson of the Meeting determines
lain. Pemungutan suara secara lisan dilakukan dengan otherwise. Verbal voting is done by “Raising Hands” with
“Mengangkat Tangan” dengan prosedur sebagai berikut: the following procedure:
1. Mereka yang memberikan suara tidak setuju akan 1. Those who vote do not agree will be asked to raise
diminta untuk mengangkat tangan dan menyerahkan their hands and submit their votes;
kartu suaranya;
2. Mereka yang tidak memberikan suara (abstain) diminta 2. Those who did not vote (abstained) were asked to
untuk mengangkat tangan dan menyerahkan kartu suaranya; raise their hands and submit their votes;
a. Sesuai dengan Pasal 25 ayat 11 Anggaran Dasar a. In accordance with Article 25 paragraph 11 of
Perseroan, suara abstain dianggap mengeluarkan the Company’s Articles of Association, abstention
suara yang sama dengan suara mayoritas votes are considered to issue the same votes as the
Pemegang Saham yang mengeluarkan suara; majority vote of the Shareholders issuing votes;
b. Suara tidak sah dianggap tidak ada dan tidak b. Unauthorized votes are deemed absent and are
dihitung dalam menentukan jumlah suara yang not counted in determining the number of votes
dikeluarkan dalam Rapat; issued at a Meeting;
c. Selanjutnya jumlah suara yang tidak setuju dan suara c. Furthermore, the number of disapproving votes and
abstain akan diperhitungkan dengan suara yang sah abstentions will be counted with valid votes and
dan selisihnya merupakan jumlah suara yang setuju. the difference is the number of votes that agree.
3. Mereka yang tidak mengangkat tangan dianggap 3. Those who did not raise their hands were seen as
menyetujui usulan yang diajukan. agreeing with the proposal.
Apabila terdapat peserta rapat yang kehadirannya telah If there are meeting participants whose attendance has
diperhitungkan dalam menentukan kuorum, namun tidak been taken into account in determining the quorum, but
berada di ruangan rapat pada saat pemungutan suara were not in the meeting room at the time of the voting, the
dilakukan, maka yang bersangkutan dianggap menyetujui person concerned is considered to approve all decisions
segala keputusan yang diambil dalam rapat. Perseroan taken at the meeting. The Company grants equal rights to
memberikan hak yang setara kepada seluruh pemegang all shareholders, regardless of the number, type and class
saham, tanpa membedakan jumlah, jenis, dan kelas saham of shares owned, except as determined in the Company’s
yang dimiliki, kecuali sebagaimana ditentukan dalam Articles of Association.
Anggaran Dasar Perseroan.
RUPS dipimpin oleh salah satu anggota Dewan Komisaris The GMS is chaired by a member of the Board of
yang ditunjuk oleh Dewan Komisaris dan diselenggarakan Commissioners appointed by the Board of Commissioners
dalam Bahasa Indonesia. RUPS dimulai dengan terlebih and held in Indonesian. The GMS begins by first reading out
dahulu membacakan tata tertib RUPS. Pada pembukaan RUPS, the GMS rules. At the opening of the GMS, the Chairperson
Pimpinan RUPS akan menyampaikan kondisi umum Perseroan, of the GMS will present the general conditions of the
mekanisme pengambilan keputusan untuk mata acara rapat Company, the decision making mechanism for the agenda
dan prosedur untuk menggunakan hak suara pemegang of the meeting and the procedure for using the voting rights
saham dalam mengajukan pertanyaan dan/atau komentar. of shareholders in submitting questions and / or comments.

Pada akhir pembahasan setiap mata acara RUPS, Pimpinan At the end of the discussion of each agenda item of the GMS, the
RUPS memberikan kesempatan kepada pemegang saham Chairperson of the GMS gives the opportunity to shareholders or
atau kuasanya untuk mengajukan pertanyaan/tanggapan their proxies to submit questions / responses and / or proposals
dan/atau usulan pada setiap agenda rapat. Pimpinan RUPS on each meeting agenda. The Chairperson of the GMS or Director
atau Direktur yang ditunjuk oleh ketua rapat, menjawab atau who is appointed by the chair of the meeting, answers or responds
menanggapi pertanyaan/catatan pemegang saham yang hadir. to questions / notes of the shareholders present.
Setelah semua pertanyaan dijawab dan ditanggapi selanjutnya After all questions have been answered and responded
dilakukan pengambilan keputusan berdasarkan musyawarah to, then a decision is made based on deliberations for
untuk mufakat. Jika musyawarah untuk mufakat tidak tercapai, consensus. If deliberations for consensus are not reached,
pengambilan keputusan akan dilaksanakan melalui pemungutan decision making will be carried out by voting. Voting is
suara. Pemungutan suara diselenggarakan secara lisan dan held verbally and only shareholders or their authorized
hanya pemegang saham atau kuasanya yang sah yang berhak attorneys are entitled to vote. Every share gives the holder
untuk mengeluarkan suara. Setiap satu saham memberikan the right to cast one vote. The Company has appointed an
hak kepada pemegangnya untuk mengeluarkan satu suara. independent party, namely the Notary Public, assisted by
Perseroan telah menunjuk pihak independen yaitu Notaris the Securities Administration Bureau in calculating and / or
dibantu oleh Biro Administrasi Efek dalam melakukan validating votes and making minutes of the GMS.
penghitungan dan/atau memvalidasi suara dan membuat
risalah RUPS.
PELAKSANAAN RUPS TAHUNAN 2019 DAN IMPLEMENTATION OF THE 2019 ANNUAL

REALISASINYA GENERAL MEETING OF SHAREHOLDERS AND
ITS REALIZATION
Pada tahun 2019, Perseroan telah melaksanakan RUPS In 2019, the Company held 1 (one) RUPS, namely the 2018
sebanyak 1 (satu) kali, yaitu RUPS Tahunan Tahun Buku Fiscal Year Annual GMS held on April 24, 2019.
2018 yang diselenggarakan pada tanggal 24 April 2019.
Pemberitahuan Pengumuman Pemanggilan Pelaksanaan Hasil RUPS

Notification Announcement Calling Implementation Results of GMS
Perseroan telah Perseroan telah menyampaikan Perseroan telah menyampaikan Rapat Umum Pemegang Ringkasan Hasil
menyampaikan Pengumuman mengenai rencana Pemanggilan Rapat Umum Saham Tahunan RUPST diumumkan
pemberitahuan rencana Rapat Umum Pemegang Saham Pemegang Saham kepada diselenggarakan pada pada tanggal 26 April
Rapat Umum Pemegang kepada Para Pemegang Saham Para Pemegang Saham melalui tanggal 24 April 2019 pukul 2019 melalui iklan
Saham kepada Otoritas Jasa melalui iklan pada 1 (satu) iklan pada 1 (satu) surat kabar 10.45 WIB bertempat di pada surat kabar
Keuangan dengan surat surat kabar harian berbahasa harian berbahasa Indonesia Grand on Thamrin Ballroom, harian berbahasa
Perseroan No. GARUDA/ Indonesia dan berperedaran dan berperedaran nasional, Hotel Pullman Jakarta, Jl. Indonesia Investor
JKTDZ/20074/2019 nasional, yaitu Investor Daily, yaitu Investor Daily, serta M.H. Thamrin, Kav. 59, Daily, situs web Bursa
tertanggal 8 Maret 2019 serta mengunggah pada situs mengunggah pada situs web Jakarta, dengan dihadiri Efek Indonesia, dan
dan menyampaikan web Bursa Efek Indonesia dalam Bursa Efek Indonesia dalam oleh 23.198.881.734 saham situs web Perseroan
tambahan mata Bahasa Indonesia dan situs Bahasa Indonesia dan situs termasuk saham seri A
acara dengan surat web Perseroan dalam Bahasa web Perseroan dalam Bahasa Dwiwarna atau setara dengan Summary of Annual
Perseroan No. GARUDA/ Indonesia dan Bahasa Inggris, Indonesia dan Bahasa Inggris, 89,617% dari seluruh jumlah GMS Results was
JKTDF/20134/2019 yang seluruhnya dipublikasikan yang seluruhnya dipublikasikan saham yang telah dikeluarkan announced on April
tertanggal 2 April 2019 pada tanggal 18 Maret 2019 pada tanggal 2 April 2019 oleh Perseroan 26, 2019 through
advertisements in the
The Company has conveyed The Company has made an The Company has conveyed The Annual General Meeting Indonesian language
the notification of the plan announcement regarding the the Invitation to the General of Shareholders was held daily Investor Daily,
for the General Meeting plan of the General Meeting of Meeting of Shareholders on April 24, 2019 at 10.45 the Indonesia Stock
of Shareholders to the Shareholders to Shareholders to Shareholders through WIB at the Grand on Thamrin Exchange website,
Financial Services Authority through advertisements in 1 advertisements in 1 (one) Ballroom, Pullman Hotel and the Company’s
with the letter of the (one) Indonesian language Indonesian language Jakarta, Jl. M.H. Thamrin, website
Company No. GARUDA newspaper and national newspaper and national Kav. 59, Jakarta, attended
/ JKTDZ / 20074/2019 circulation, namely Investor circulation, namely Investor by 23,198,881,734 shares
dated March 8, 2019 and Daily, as well as uploading on Daily, as well as uploading including the Dwiwarna A
delivered additional agenda the Indonesian Stock Exchange’s on the Indonesian Stock series shares or equivalent
items with Company letter website in Indonesian and Exchange’s website in to 89.617% of the total
No. GARUDA / JKTDF / the Company’s website in Indonesian and the Company’s number of shares issued by
20134/2019 dated April Indonesian and English, all website in Indonesian and the Company
2, 2019 published on March 18, 2019 English, all of which were
published on April 2, 2019

REKAPITULASI KEHADIRAN PADA ATTENDANCE RECAPITULATION

RUPS TAHUNAN 2019 AT THE 2019 ANNUAL GMS
Nama | Name Jabatan | Position Kehadiran | Presence
Komisaris Utama/Komisaris Independen Hadir

Agus Santoso
President Commissioner / Independent Commissioner Present
Komisaris Independen Hadir
Herbert Timbo P. Siahaan
Independent Commissioner Present
Komisaris Independen Hadir
Insmerda Lebang
Independent Commissioner Present
Komisaris Hadir
Dony Oskaria
Commissioner Present
Komisaris Hadir
Chairal Tanjung
Komisaris Hadir
Luky Alfirman
Komisaris Hadir
Muzaffar Ismail
Direktur Utama Hadir
President & CEO Present
Direktur Niaga Hadir
Director of Commercial Present
Direktur Kargo & Pengembangan Usaha Hadir
Mohammad Iqbal
Director of Cargo & Business Development Present
Direktur Layanan Hadir
Service Director Present
Direktur Operasi Hadir
Director of Operations Present
Direktur Teknik Hadir
I Wayan Susena
Director of Maintenance Present
Direktur Keuangan & Manajemen Risiko Hadir
Fuad Rizal
Director of Finance & Risk management Present
Direktur Human Capital Hadir
Heri Akhyar
Director of Human Capital Present
RUPS Tahunan Tahun Buku 2018 yang dilaksanakan Annual GMS for Fiscal Year 2018 which was held on April 24,
pada tanggal 24 April 2019 dihadiri oleh 89,617% atau 2019 was attended by 89,617% or a total of 23,198,881,734
seluruhnya berjumlah 23.198.881.734 (dua puluh tiga (twenty three billion one hundred ninety eight million eight
miliar seratus sembilan puluh delapan juta delapan ratus hundred eighty one thousand seven hundred thirty four)
delapan puluh satu ribu tujuh ratus tiga puluh empat) shares of all Shareholders. More than 50% or ½ part of
saham dari seluruh Pemegang Saham. Lebih dari 50% atau the total number of shares has been present so that it has
½ bagian dari jumlah seluruh saham telah hadir sehingga met the requirements of the Annual GMS quorum and is
telah memenuhi persyaratan kuorum RUPS Tahunan serta valid and has the right to take legal decisions and bind the
sah dan berhak untuk mengambil keputusan yang sah dan attendance of the GMS.
mengikat kehadiran RUPS.
KEPUTUSAN DAN REALISASI RUPS TAHUNAN 2019 DECISION AND REALIZATION OF THE ANNUAL GMS 2019
Agenda Pertama | First Agenda
Persetujuan Laporan Tahunan Perseroan Tahun Buku 2018 termasuk Approval of the Company’s Annual Report for Fiscal Year 2018 including
di dalamnya Laporan Keuangan Konsolidasian Perseroan dan Laporan the Company’s Consolidated Financial Statements and the Financial Reports
Keuangan Program Kemitraan dan Bina Lingkungan Perseroan serta of the Company’s Partnership and Community Development Program and
Laporan Tugas Pengawasan Dewan Komisaris yang berakhir pada tanggal the Board of Commissioners Supervisory Duties Report which ended on
31 Desember 2018 serta pemberian pelunasan dan pembebasan tanggung December 31, 2018 and the granting of full redemption and release of
jawab sepenuhnya (volledig acquit et de charge) kepada para anggota responsibility (volledig acquit et de charge ) to members of the Board of
Direksi dan anggota Dewan Komisaris atas tindakan pengurusan dan Directors and members of the Board of Commissioners for the management
pengawasan yang telah dijalankan selama tahun buku yang berakhir pada 31 and supervision actions that have been carried out during the financial year
Desember 2018. ending December 31, 2018.
Jumlah Pemegang Saham yang mengajukan pertanyaan atau memberikan pendapat: 2 (dua) orang
Number of Shareholders who submit questions or give opinions: 2 (two) people

Hasil Pemungutan Suara Voting Results

Setuju: 15.922.437.107 suara atau 68,635% saham dengan hak suara yang Agree: 15,922,437,107 votes or 68,635% shares with voting rights present
hadir dalam RUPST at the AGMS
Tidak Setuju: 7.266.698.162 suara atau 31,323% bagian dari seluruh saham Disagree: 7,266,698,162 votes or 31,323% of all shares with voting rights
dengan hak suara yang hadir dalam RUPST present at the AGMS
Abstain: 9.746.465 suara atau 0,042% bagian dari seluruh saham dengan Abstentions: 9,746,465 votes or 0.042% of all shares with voting rights
hak suara yang hadir dalam RUPST present at the AGMS
Keputusan Decision
1. Menyetujui Laporan Tahunan Perseroan termasuk di dalamnya Laporan • Approve the Company’s Annual Report including the Supervisory Report that
Tugas Pengawasan yang telah dilaksanakan oleh Dewan Komisaris untuk has been carried out by the Board of Commissioners for the 2018 fiscal year, and
tahun buku 2018, dan mengesahkan Laporan Keuangan Konsolidasian ratify the Company’s Consolidated Financial Statements for the 2018 fiscal year
Perseroan untuk tahun buku 2018 yang telah diaudit oleh KAP audited by KAP Tanubrata Sutanto Fahmi Bambang & Partners (BDO) according
Tanubrata Sutanto Fahmi Bambang & Rekan (BDO) sesuai Laporan No. to Report No . 00471 / 2.1068 / AU.1 / 06 / 0563-1 / 1 / III / 2019 dated March
00471/2.1068/AU.1/06/0563-1/1/III/2019 tanggal 28 Maret 2019 28, 2019 with a reasonable opinion in all material respects.
dengan pendapat wajar dalam semua hal yang material. • Ratified the Financial Statements of the Company’s Partnership and
2. Mengesahkan Laporan Keuangan Program Kemitraan dan Bina Community Development Program for the 2018 fiscal year audited by
Lingkungan Perseroan untuk tahun buku 2018 yang telah diaudit oleh KAP Tanubrata Sutanto Fahmi Bambang & Partners (BDO) in accordance
KAP Tanubrata Sutanto Fahmi Bambang & Rekan (BDO) sesuai Laporan with Report No. 00182 / 2.1068 / AU.1 / 10 / 0563-1 / 1 / II / 2019 dated
No. 00182/2.1068/AU.1/10/0563-1/1/II/2019 tanggal 28 Februari February 28, 2019 with a reasonable opinion in all material respects.
2019 dengan pendapat wajar dalam semua hal yang material. • With the approval of the Company’s Annual Report including the
3. Dengan telah disetujuinya Laporan Tahunan Perseroan termasuk Laporan Supervisory Duties Report that has been carried out by the Board of
Tugas Pengawasan yang telah dilaksanakan oleh Dewan Komisaris Commissioners and the approval of the Company’s Consolidated
dan disahkannya Laporan Keuangan Konsolidasian Perseroan untuk Financial Statements for the 2018 fiscal year and the Financial
tahun buku 2018 serta Laporan Keuangan Program Kemitraan dan Bina Statements of the Partnership and Community Development Program for
Lingkungan Perseroan untuk tahun buku 2018, maka RUPS memberikan the 2018 fiscal year, the GMS provides the repayment and exemption of
pelunasan dan pembebasan tanggung jawab sepenuhnya (volledig responsibilities in full (volledig acquit et de charge) to all members of the
acquit et de charge) kepada segenap anggota Direksi dan anggota Board of Directors and members of the Board of Commissioners for the
Dewan Komisaris atas tindakan pengurusan dan pengawasan yang management and supervision actions that have been carried out during
telah dijalankan selama tahun buku 2018, sejauh tindakan tersebut the 2018 fiscal year, to the extent that these actions do not constitute
bukan merupakan tindak pidana dan tindakan tersebut tercermin dalam a criminal offense and those actions are reflected in the Annual Report,
Laporan Tahunan, Laporan Keuangan Konsolidasian Perseroan serta the Consolidated Financial Statements of the Company and the Reports
Laporan Keuangan Program Kemitraan dan Bina Lingkungan Perseroan Financial Partnership and Community Development Program for the
tahun buku 2018. fiscal year 2018.
Agenda Kedua | Second Agenda
Penetapan Penggunaan Laba Bersih Tahun Buku 2018. Determination of the Use of Net Profit for Fiscal Year 2018.
Jumlah Pemegang Saham yang mengajukan pertanyaan atau memberikan pendapat: -
Number of Shareholders who ask questions or give opinions: -
Abstain: - Abstentions: -
Keputusan Decision
Menyetujui penetapan penggunaan Laba bersih yang dapat diatribusikan Approved the determination of the use of net income attributable to owners
kepada pemilik entitas induk tahun buku 2018 sebesar USD 809,846 of the 2018 fiscal year amounting to USD 809,846 (eight hundred nine
(delapan ratus sembilan ribu delapan ratus empat puluh enam Dollar thousand eight hundred forty-six United States Dollars) as a reserve fund.
Amerika Serikat) sebagai dana cadangan.
Agenda Ketiga | Third Agenda
Determination of tantiem for members of the Board of Directors and Board

Penetapan tantiem untuk anggota Direksi dan Dewan Komisaris Perseroan
of Commissioners of the 2018 fiscal year and Remuneration (Salary /
tahun buku 2018 dan Remunerasi (Gaji/Honorarium, Fasilitas dan
Honorarium, Facilities and Benefits) for members of the Board of Directors
Tunjangan) untuk anggota Direksi dan Dewan Komisaris Tahun Buku 2019.
and Board of Commissioners of the 2019 Financial Year.
Setuju: 23.192.512.454 suara atau 99,973% bagian dari seluruh saham Agree: 23,192,512,454 votes or 99.973% of all shares with voting rights
dengan hak suara yang hadir dalam RUPST present at the AGM
Tidak Setuju: 6.369.280 suara atau 0,027% bagian dari seluruh saham Disagree: 6,369,280 votes or 0.027% of all shares with voting rights present
dengan hak suara yang hadir dalam RUPST at the AGMS

Keputusan Decision
1. Memberikan wewenang dan kuasa kepada Pemegang Saham Seri A 1. Give authority and power to the Dwiwarna Series A Shareholders to
Dwiwarna untuk menetapkan Tantiem dan atau Insentif Kinerja Tahun determine the Tantiem and or Performance Incentives for Fiscal Year
Buku 2018 dan Remunerasi (Honorarium, Fasilitas, Tunjangan dan 2018 and Remuneration (Honorarium, Facilities, Benefits and Other
Insentif lainnya) untuk Tahun 2019 bagi Dewan Komisaris Perseroan. Incentives) for 2019 for the Company’s Board of Commissioners.
2. Memberikan wewenang dan kuasa kepada Dewan Komisaris Perseroan 2. Giving authority and power to the Board of Commissioners of the
dengan terlebih dahulu mendapatkan persetujuan tertulis dari Pemegang Company by first obtaining written approval from the Dwiwarna Series A
Saham Seri A Dwiwarna untuk menetapkan Tantiem dan atau Insentif Shareholders to determine the Tantiem and or Performance Incentives for
Kinerja Tahun Buku 2018 dan Remunerasi (Gaji, Fasilitas, Tunjangan dan Fiscal Year 2018 and Remuneration (Salary, Facilities, Benefits and Other
Insentif lainnya) untuk Tahun Buku 2019 bagi Direksi Perseroan. Incentives) for Fiscal Year 2019 for Directors Company.
Agenda Keempat | Fourth Agenda
Penunjukan Kantor Akuntan Publik dan/atau Akuntan Publik Untuk Appointment of Public Accounting Firm and / or Public Accountant to Audit
Mengaudit Laporan Keuangan Perseroan Tahun Buku 2019 dan Laporan the Company’s Financial Statements for Fiscal Year 2019 and the Financial
Keuangan Pelaksanaan Program Kemitraan dan Bina Lingkungan Perseroan Statements of the Implementation of the Company’s Partnership and
Tahun Buku 2019. Community Development Program for Fiscal Year 2019.
Abstain: -
Hasil Pemungutan Suara
Voting Results
Setuju: 23.190.478.978 suara atau 99,964% bagian dari seluruh saham
Agree: 23,190,478,978 votes or 99,964% of all shares with voting rights
dengan hak suara yang hadir dalam RUPST
present at the AGM
Tidak Setuju: 8.402.756 suara atau 0,036% bagian dari seluruh saham
Disagree: 8,402,756 votes or 0.036% of all shares with voting rights present
dengan hak suara yang hadir dalam RUPST
at the AGM
Abstain: -
Abstentions: -
Keputusan Decision
1. Memberikan kuasa dan wewenang kepada Dewan Komisaris untuk 1. Giving power and authority to the Board of Commissioners to determine
menetapkan Kantor Akuntan Publik (KAP) untuk melakukan audit atas the Public Accounting Firm (KAP) to conduct audits of the Company’s
Laporan Keuangan Perseroan Tahun Buku 2019 dan Laporan Keuangan Financial Statements for Fiscal Year 2019 and the Financial Statements of
Program Kemitraan dan Bina Lingkungan (PKBL) Tahun Buku 2019, the Partnership and Community Development Program (PKBL) for Fiscal
dengan terlebih dahulu mendapatkan persetujuan dari Pemegang Saham Year 2019, by first obtaining approval from the Shareholders Dwiwarna
Seri A Dwiwarna. A Series.
menetapkan besaran imbalan jasa audit dan persyaratan lainnya bagi the amount of compensation for audit services and other requirements
KAP yang akan melakukan audit atas Laporan Keuangan Perseroan for KAP who will audit the Company’s Financial Statements for
Tahun Buku 2019 dan Laporan Keuangan Program Kemitraan dan Bina Fiscal Year 2019 and the Financial Statements of the Partnership and
Lingkungan (PKBL) Tahun Buku 2019. Community Development Program (PKBL) for Fiscal Year 2019.
Agenda Kelima | Fifth Agenda
Laporan Penggunaan Dana Penawaran Umum Saham Perdana.

Report on the Use of Initial Public Offering Funds.
Jumlah Pemegang Saham yang mengajukan pertanyaan atau memberikan pendapat: 2 (dua) orang
Number of Shareholders who ask questions or give opinions: 2 (two) people.
Mata Acara Kelima RUPST hanya bersifat laporan, maka tidak dilakukan The Fifth Agenda of the AGMS is only a report, no decision is made
pengambilan keputusan.
Keputusan Decision
Oleh karena Mata Acara Kelima RUPST hanya bersifat laporan, maka tidak Since the Fifth Agenda of the AGM is only a report, no question-and-answer
dilakukan sesi tanya-jawab maupun pengambilan keputusan. or decision-making sessions were conducted.
Agenda Keenam | Sixth Agenda
Perubahan Anggaran Dasar Perseroan Amendment to the Company’s Articles of Association

Jumlah Pemegang Saham yang mengajukan pertanyaan atau memberikan pendapat: 1 (satu) orang
Number of Shareholders who submit questions or give opinions: 1 (one) person

1. Menyetujui perubahan Pasal 1 ayat (1) Anggaran Dasar Perseroan 1. Approve changes to Article 1 paragraph (1) of the Company’s Articles of
sebagaimana berikut: Association as follows
Sebelum Perubahan Before changes
Perseroan Terbatas ini bernama Perusahaan Perseroan (Persero) PT This Limited Liability Company is a company called (Persero) PT Garuda
Perusahaan Penerbangan Garuda Indonesia (Persero) Tbk atau disingkat Indonesia Aviation Company (Persero) Tbk or abbreviated as PT GARUDA
PT GARUDA INDONESIA (PERSERO) Tbk yang selanjutnya dalam INDONESIA (PERSERO) Tbk, hereinafter referred to as “Company”,
Anggaran Dasar ini cukup disebut dengan “Perseroan”, berkedudukan domiciled and based in Central Jakarta
dan berkantor di Jakarta Pusat
Setelah Perubahan After Changes
Perseroan Terbatas ini bernama PT Perusahaan Penerbangan Garuda This Limited Liability Company is named PT Garuda Indonesia Tbk
Indonesia Tbk atau disingkat PT Garuda Indonesia Tbk yang yang Aviation Company or abbreviated as PT Garuda Indonesia Tbk, which
selanjutnya dalam Anggaran Dasar ini cukup disebut dengan hereinafter referred to as “Company”, is domiciled and based in Central
“Perseroan”, berkedudukan dan berkantor di Jakarta Pusat Jakarta
Dengan syarat perubahan Anggaran Dasar ini berlaku efektif setelah With the terms of amendment to this Articles of Association, effective
diterbitkannya Peraturan Pemerintah terkait Penambahan Penyertaan after the issuance of Government Regulations related to the Increase
Modal Negara Republik Indonesia ke dalam Modal Saham Perusahaan of the State Capital Participation of the Republic of Indonesia into the
Perseroan (Persero) PT Survai Udara Penas atau perseroan lain sesuai Capital Shares of the Company (Persero) into the Company’s Share
kebijakan Pemerintah dan juga telah ditandatanganinya Akta Pengalihan Capital of the Company (Persero) PT Survai Air Penas or other companies
Saham Perseroan Milik Negara Republik Indonesia ke dalam Modal in accordance with Government policy based on the applicable laws and
Saham Perusahaan Perseroan (Persero) PT Survai Udara Penas atau regulations;
perseroan lain sesuai kebijakan Pemerintah berdasarkan ketentuan
perundangan yang berlaku;
2. Menyetujui untuk menyusun kembali seluruh ketentuan dalam Anggaran 2. Agree to rearrange all provisions in the Articles of Association in
Dasar sehubungan dengan perubahan sebagaimana dimaksud pada connection with the changes referred to in number 1 of the Decree
angka 1 Keputusan tersebut di atas; mentioned above;
3. Memberikan kuasa dan wewenang kepada Direksi dengan hak substitusi 3. To grant power and authority to the Directors with the right of
untuk melakukan segala tindakan yang diperlukan berkaitan dengan substitution to take all necessary actions related to the decision of the
keputusan mata acara Rapat ini, termasuk menyusun dan menyatakan agenda of this Meeting, including preparing and restating the entire
kembali seluruh Anggaran Dasar dalam suatu Akta Notaris dan Articles of Association in a Notarial Deed and submitting it to the
menyampaikan kepada instansi yang berwenang untuk mendapatkan competent authority for approval and / or marking receiving notification
persetujuan dan/atau tanda penerimaan pemberitahuan perubahan of amendments to the Articles of Association, doing everything deemed
Anggaran Dasar, melakukan segala sesuatu yang dipandang perlu dan necessary and useful for this purpose with none being excluded,
berguna untuk keperluan tersebut dengan tidak ada satu pun yang including to make additions and / or changes in amendments to the
dikecualikan, termasuk untuk mengadakan penambahan dan/atau Articles of Association, if this is required by the competent authority.
perubahan dalam perubahan Anggaran Dasar tersebut, jika hal tersebut
dipersyaratkan oleh instansi yang berwenang.
Agenda Ketujuh | Seventh agenda
Perubahan Pengurus Perseroan Change in Management of the Company

Jumlah Pemegang Saham yang mengajukan pertanyaan atau memberikan pendapat: 1 (satu) orang
Number of Shareholders who submit questions or give opinions: 1 (one) person
Setuju: 15.751.318.943 suara atau 67,897% bagian dari seluruh saham Agree: 15,751,318,943 votes or 67,897% of all shares with voting rights
Tidak Setuju: 7.447.562.791 suara atau 32,103% bagian dari seluruh saham Disagree: 7,447,562,791 votes or 32.103% of all shares with voting rights
Keputusan Decision
1. Memberhentikan dengan hormat nama-nama di bawah ini sebagai 1. Respectfully dismiss the names below as members of the Company’s
anggota Direksi Perseroan: Board of Directors:
• Sdr. I Wayan Susena : Sebagai Direktur Teknik • Bro. I Wayan Susena : As Director of Maintenance
• Sdr. Nicodemus Panarung Lampe : Sebagai Direktur Layanan • Bro. Nicodemus Panarung Lampe : As Director of Service
Pemberhentian anggota Direksi tersebut terhitung sejak ditutupnya The dismissal of the members of the Board of Directors commencing from the
RUPST ini, dengan ucapan terima kasih atas sumbangan tenaga dan closing of this AGMS, with gratitude for the contribution of energy and thoughts
pikiran yang diberikan selama menjabat anggota Direksi given during his term of office as members of the Board of Directors
2. Mengubah nomenklatur jabatan Anggota Direksi Perseroan menjadi 2. Change the nomenclature of the position of the Members of the Board of
sebagai berikut: Directors of the Company to be as follows:
Semula Menjadi Originally Became
• Direktur Teknik Direktur Teknik dan Layanan • Director of Maintenance Director of Maintenance and Service
• Direktur Layanan - • Director of Service -
3. Mengangkat Sdr. Iwan Joeniarto sebagai Direktur Teknik dan Layanan. 3. Appoint Br. Iwan Joeniarto as Director of Maintenance and Services.

4. Memberhentikan dengan hormat nama-nama tersebut di bawah ini 4. Respectfully dismiss the names below as Members of the Company’s
sebagai Anggota Dewan Komisaris Perseroan: Board of Commissioners:
• Sdr. Agus Santoso : Sebagai Komisaris Utama/ • Agus Santoso : As President Commissioner /
Komisaris Independen Independent Commissioner
• Sdr. Chairal Tanjung : Sebagai Komisaris • Chairal Tanjung : As Commissioner
• Sdr. Dony Oskaria : Sebagai Komisaris • Dony Oskaria : As Commissioner
• Sdr. Muzaffar Ismail : Sebagai Komisaris • Muzaffar Ismail : As Commissioner
• Sdr. Luky Alfirman : Sebagai Komisaris • Luky Alfirman : As Commissioner
Pemberhentian tersebut terhitung sejak ditutupnya RUPST ini, dengan The dismissal commencing from the closing of this AGMS, with gratitude for
ucapan terima kasih atas sumbangan tenaga dan pikiran yang diberikan the contribution of energy and thoughts given while serving as a member of
selama menjabat anggota Dewan Komisaris Perseroan. the Board of Commissioners of the Company.
5. Mengangkat nama-nama tersebut di bawah ini sebagai Anggota Dewan 5. Appoint the names below as Members of the Company’s Board of
Komisaris Perseroan: Commissioners:
• Sdr. Sahala Lumban Gaol : Sebagai Komisaris Utama • Sahala Lumban Gaol : As President Commissioner
• Sdr. Chairal Tanjung : Sebagai Komisaris • Chairal Tanjung : As Commissioner
• Sdr. Eddy Porwanto Poo : Sebagai Komisaris Independen • Eddy Porwanto Poo : As Independent Commissioner
6. Berakhirnya masa jabatan Anggota Direksi dan Anggota Dewan 6. The term of office of the Directors and Members of the Board of
Komisaris yang diangkat sebagaimana dimaksud pada angka 3 dan angka Commissioners appointed as referred to in numbers 3 and 5 are expired in
5, adalah sesuai dengan ketentuan Anggaran Dasar Perseroan, dengan accordance with the provisions of the Company’s Articles of Association,
memperhatikan peraturan perundang-undangan di bidang Pasar Modal with due observance of the laws and regulations in the Capital Market and
dan tanpa mengurangi hak RUPS untuk memberhentikan sewaktu-waktu. without prejudice to the right of the GMS to dismiss at any time. .
7. Dengan adanya pemberhentian, perubahan nomenklatur jabatan dan 7. With the dismissal, changes in nomenclature of positions and appointment
pengangkatan anggota Direksi sebagaimana dimaksud dalam angka 1, of members of the Board of Directors as referred to in number 1, number 2
angka 2, dan angka 3, serta pemberhentian dan pengangkatan Anggota and number 3, and dismissal and appointment of the Members of the Board
Dewan Komisaris sebagaimana dimaksud pada angka 4 dan angka 5, of Commissioners as referred to in number 4 and number 5, the composition
maka susunan Direksi dan anggota Dewan Komisaris Perseroan menjadi of the Board of Directors and members of the Board of Commissioners of the
sebagai berikut: Company be as follows:
Direksi The Directors
• Direktur Utama : I Gusti Ngurah Askhara Danadiputra • President & CEO : I Gusti Ngurah Askhara Danadiputra
• Direktur Niaga : Pikri Ilham Kurniansyah • Director of Commercial : Pikri Ilham Kurniansyah
• Direktur Kargo dan • Director of Cargo and
Pengembangan Usaha : Mohammad Iqbal Business Development : Mohammad Iqbal
• Direktur Operasi : Bambang Adisurya Angkasa • Director of Operations : Bambang Adisurya Angkasa
• Direktur Teknik dan • Director of Maintenance and
Layanan : Iwan Joeniarto Services : Iwan Joeniarto
• Direktur Keuangan dan • Director of Finance and
Manajemen Risiko : Fuad Rizal Risk Management : Fuad Rizal
• Direktur Human Capital : Heri Akhyar • Director of Human Capital : Heri Akhyar
Dewan Komisaris Board of Commissioners
• Komisaris Utama : Sahala Lumban Gaol • President Commissioner : Sahala Lumban Gaol
• Komisaris Independen : Herbert Timbo Parluhutan Siahaan • Independent Commissioner : Herbert Timbo Parluhutan Siahaan
• Komisaris Independen : Insmerda Lebang • Independent Commissioner : Insmerda Lebang
• Komisaris Independen : Eddy Porwanto Poo • Independent Commissioner : Eddy Porwanto Poo
• Komisaris : Chairal Tanjung • Commissioner : Chairal Tanjung
8. Memberikan kuasa dengan hak substitusi kepada Direksi Perseroan 8. Granting power of attorney with the right of substitution to the Board
untuk menyatakan yang diputuskan RUPST ini dalam bentuk akta notaris of Directors of the Company to state the resolutions of this AGMS in the
serta menghadap Notaris atau pejabat yang berwenang, dan melakukan form of a notarial deed and appear before the Notary or the authorized
penyesuaian atau perbaikan-perbaikan yang diperlukan apabila official, and make any necessary adjustments or improvements if required
dipersyaratkan oleh pihak yang berwenang untuk keperluan pelaksaan isi by the competent authorities for the purpose of implementing the
keputusan rapat. contents of the meeting’s decision.
PELAKSANAAN RUPS TAHUNAN 2018 DAN MPLEMENTATION OF THE 2018 AGMS AND
REALISASINYA ITS REALIZATION

Perseroan telah menyampaikan Perseroan telah menyampaikan Perseroan telah menyampaikan Rapat Umum Ringkasan
pemberitahuan rencana RUPS Pengumuman mengenai rencana Pemanggilan RUPS kepada Pemegang Hasil RUPST
kepada Bursa Efek Indonesia RUPS kepada Para Pemegang Para Pemegang Saham melalui Saham Tahunan diumumkan
dengan surat Perseroan No. Saham melalui iklan pada 1 (satu) iklan pada 1 (satu) surat kabar diselenggarakan pada tanggal
GARUDA/JKTDZ/20139/17 surat kabar harian berbahasa harian berbahasa Indonesia dan pada tanggal 23 April 2018
tanggal 2 Maret 2018 dan No. Indonesia dan berperedaran berperedaran nasional, yaitu 19 April 2018 melalui iklan
GARUDA/JKTDZ/20188/2018 nasional, yaitu Kompas serta Kompas serta mengunggah pada pukul 10.35 pada surat kabar
tanggal 27 Maret 2018 serta mengunggah pada situs web Bursa situs web Bursa Efek Indonesia WIB bertempat harian berbahasa
kepada Otoritas Jasa Keuangan Efek Indonesia dalam Bahasa dalam Bahasa Indonesia dan situs di Auditorium Indonesia Kompas
dengan surat Perseroan No. Indonesia dan situs web Perseroan. web Perseroan dalam Bahasa Gedung situs web Bursa
GARUDA/JKTDZ/20138/17 dalam Bahasa Indonesia dan Indonesia dan Bahasa Inggris, yang Manajemen Efek Indonesia,
tanggal 2 Maret 2018 dan No. Bahasa Inggris, yang seluruhnya seluruhnya dipublikasikan pada Garuda Indonesia. dan situs web
GARUDA/JKTDZ/20189/17 dipublikasikan pada tanggal 13 tanggal 28 Maret 2018. Perseroan.
tanggal 27 Maret 2018. Maret 2018.


The Company has conveyed the The Company has made The Company has conveyed the The Annual Summary of
notification of the GMS plan to Announcements regarding the GMS Invitation to Shareholders General Meeting AGMS Results
the Indonesia Stock Exchange RUPS plan to the Shareholders through advertisements in 1 (one) of Shareholders was announced
with the Company’s letter No. through advertisements in 1 (one) Indonesian language newspaper was held on April on April 23,
GARUDA / JKTDZ / 20139/17 Indonesian language newspaper and in the national circulation, 19, 2018 at 2018 through
dated March 2, 2018 and No. and in the national circulation, namely Kompas and uploaded 10.35 WIB at the advertisements
GARUDA / JKTDZ / 20188/2018 namely Kompas and uploaded to the Indonesia Stock Exchange Auditorium of the in the Indonesian
dated March 27, 2018 as well as to the Indonesia Stock Exchange website in Indonesian and the Garuda Indonesia language daily
to the Financial Services Authority website in Indonesian and the Company’s website in Indonesian Management Kompas, the
with Company letter No. GARUDA / Company’s website. in Indonesian and English, which all published on Building. Indonesia
JKTDZ / 20138/17 dated March 2, and English, all of which were March 28, 2018. Stock Exchange
2018 and No. GARUDA / JKTDZ / published on March 13, 2018. website, and
20189/17 dated March 27, 2018. the Company’s
website.
REKAPITULASI KEHADIRAN PADA RECAPITULATION OF PRESENCE

RUPS TAHUNAN 2018 ON ANNUAL GMS 2018
Jusman Syafii Djamal Komisaris Utama/Komisaris Independen | President commissioner/Independent commissioner Hadir | Present
Hasan M. Soedjono Komisaris Independen | Independent Commissioner Hadir | Present
Isa Rachmatarwata Komisaris | Commissioner Hadir | Present
Muzaffar Ismail Komisaris | Commissioner Hadir | Present
Chairal Tanjung Komisaris | Commissioner Hadir | Present
Dony Oskaria Komisaris | Commissioner Hadir | Present
Pahala Nugraha Mansury Direktur Utama | President & CEO Hadir | Present
Helmi Imam Satriyono Direktur Keuangan & Manajemen Risiko | Director of Finance & Risk management Hadir | Present
Linggarsari Suharso Direktur Sumber Daya Manusia & Umum | Director of Human Resource & General Hadir | Present
Nina Sulistyowati Direktur Marketing & Teknologi Informasi | Director of Marketing & Information Technology Hadir | Present
Nicodemus Panarung Lampe Direktur Layanan | Director of Services Hadir | Present
Puji Nur Handayani Direktur Produksi | Director of production Hadir | Present
Sigit Muhartono Direktur Kargo | Director of Cargo Hadir | Present
I Wayan Susena Direktur Teknik dan Pemeliharaan | Director of Engineering & Maintenance Hadir | Present
Triyanto Moeharsono Direktur Operasi | Director of Operation Hadir | Present
KEPUTUSAN DAN REALISASI RUPS TAHUNAN 2018 DECISION AND REALIZATION OF

THE ANNUAL GMS 2018
Persetujuan Laporan Tahunan Perseroan Tahun Buku 2017, termasuk Approval of the Company’s Annual Report for the 2017 Fiscal Year, including
di dalamnya Laporan Keuangan Konsolidasian Perseroan dan Laporan the Company’s Consolidated Financial Statements and the Financial Reports
Keuangan Program Kemitraan dan Bina Lingkungan Perseroan serta Laporan of the Company’s Partnership and Community Development Program and
Tugas Pengawasan Dewan Komisaris yang berakhir pada tanggal 31 the Board of Commissioners Supervisory Duties Report which ended on
Desember 2017, serta pemberian pelunasan dan pembebasan tanggung December 31, 2017, and the granting of full redemption and release of
jawab sepenuhnya (volledig acquit et de charge) kepada para anggota responsibility (volledig acquit et de charge) to members of the Board of
Direksi dan anggota Dewan Komisaris atas tindakan pengurusan dan Directors and members of the Board of Commissioners for the management
pengawasan yang telah dijalankan selama tahun buku yang berakhir pada 31 and supervision actions that have been carried out during the fiscal year
Desember 2017. ending December 31, 2017.
Setuju: 23.232.266.134 suara atau 100% bagian dari seluruh saham dengan Agree: 23,232,266,134 votes or 100% of all shares with voting rights
hak suara yang hadir dalam Rapat present at the Meeting
Tidak Setuju: - Disagree: -

Keputusan Decision
1. Menyetujui Laporan Tahunan Perseroan Tahun Buku 2017 termasuk di 1. Approve the Company’s Annual Report for Fiscal Year 2017 including
dalamnya Laporan Pelaksanaan Tugas Pengawasan Dewan Komisaris the Report on the Implementation of the Supervisory Board of the Board
selama Tahun Buku 2017 serta mengesahkan Laporan Keuangan of Commissioners during the 2017 Fiscal Year and ratify the Company’s
Konsolidasian Perseroan untuk Tahun Buku yang berakhir pada 31 Consolidated Financial Statements for the Fiscal Year ending on
Desember 2017 yang telah diaudit oleh Kantor Akuntan Publik (KAP) December 31, 2017 which have been audited by the Public Accounting
Satrio Bing Eny & Rekan (Deloitte) sebagaimana termuat dalam Firm (KAP) Satrio Bing Eny & Partners (Deloitte) as contained in his report
laporannya No. GA118 0078 GIA ALH tanggal 21 Februari 2018 dengan No. GA118 0078 GIA ALH dated February 21, 2018 with Fair opinions in
pendapat Wajar dalam semua hal yang material; all material respects;
2. Menyetujui dan mengesahkan Laporan Keuangan Program Kemitraan 2. Approved and ratified the Company’s Financial Statements for the
dan Bina Lingkungan (PKBL) Perseroan Tahun Buku yang berakhir pada Partnership and Community Development Program (PKBL) for the Book
31 Desember 2017 yang disusun berdasarkan Laporan Keuangan PKBL Year ending December 31, 2017, which was compiled based on the PKBL
yang telah diaudit oleh Kantor Akuntan Publik (KAP) Satrio Bing Eny Financial Statements audited by the Public Accounting Firm (KAP) Satrio
& Rekan (Deloitte) sebagaimana dimuat dalam laporannya No. GA118 Bing Eny & Partners (Deloitte) as published in his report No. GA118 0310
0310 PKBLGIA ALH tanggal 4 April 2018; PKBLGIA ALH dated April 4, 2018;
3. Dengan telah disetujuinya Laporan Tahunan Perseroan termasuk Laporan 3. With the approval of the Company’s Annual Report including the Report
Pelaksanaan Tugas Pengawasan yang telah dilaksanakan oleh Dewan on the Implementation of Supervisory Duties that have been carried out by
Komisaris dan disahkannya Laporan Keuangan Perseroan untuk tahun buku the Board of Commissioners and the approval of the Company’s Financial
yang berakhir pada tanggal 31 Desember 2017 serta Laporan Keuangan Statements for the fiscal year ending December 31, 2017 and the Financial
Program Kemitraan dan Bina Lingkungan untuk tahun buku yang berakhir Statements of the Partnership and Community Development Program for
pada tanggal 31 Desember 2017, maka Rapat memberikan pelunasan dan the financial year ending on the 31st In December 2017, the Meeting gave
pembebasan tanggung jawab sepenuhnya (volledig acquit et de charge) full redemption and release of responsibility (volledig acquit et de charge) to
kepada segenap anggota Direksi dan anggota Dewan Komisaris atas all members of the Board of Directors and Board of Commissioners for the
tindakan pengurusan dan pengawasan yang telah dijalankan selama tahun management and supervision actions that have been carried out during the
buku yang berakhir pada tanggal 31 Desember 2017, sejauh tindakan fiscal year ending on December 31, 2017, to the extent that such actions
tersebut bukan merupakan tindak pidana dan tindakan tersebut tercermin are not constitutes a criminal offense and those actions are reflected in the
dalam Laporan Tahunan, Laporan Keuangan Perseroan serta Laporan Annual Report, the Financial Statements of the Company and the Financial
Keuangan Program Kemitraan dan Bina Lingkungan untuk tahun buku yang Statements of the Partnership and Community Development Program for the
berakhir pada tanggal 31 Desember 2017. fiscal year ending December 31, 2017.
Penetapan Remunerasi (Gaji/ Honorarium, Fasilitas dan Tunjangan) untuk Determination of Remuneration (Salary / Honorarium, Facilities and Benefits)
anggota Direksi dan Dewan Komisaris Perseroan Tahun Buku 2018. for members of the Directors and Board of Commissioners of the Company
for Fiscal Year 2018.
hak suara yang hadir dalam Rapat present at the Meeting
Keputusan Decision
1. Memberikan wewenang dan kuasa kepada Pemegang Saham Seri 1. To grant authority and power to the Dwiwarna Series A Shareholders
A Dwiwarna untuk menetapkan Remunerasi (Honorarium, Fasilitas, to determine the Remuneration (Honorarium, Facilities, Allowances
Tunjangan dan Insentif lainnya) untuk Tahun Buku 2018 bagi Dewan and Other Incentives) for Fiscal Year 2018 for the Company’s Board of
Komisaris Perseroan; Commissioners;
2. Memberikan wewenang dan kuasa kepada Dewan Komisaris Perseroan 2. Give authority and power to the Board of Commissioners of the
dengan terlebih dahulu mendapatkan persetujuan tertulis dari Pemegang Company by first obtaining written approval from the Dwiwarna Series A
Saham Seri A Dwiwarna untuk menetapkan Remunerasi (Gaji, Fasilitas, Shareholders to determine Remuneration (Salary, Facilities, Allowances
Tunjangan dan Insentif lainnya) untuk Tahun Buku 2018 bagi Direksi and Other Incentives) for Fiscal Year 2018 for the Directors of the
Perseroan. Company.
Penunjukan Kantor Akuntan Publik Untuk Mengaudit Laporan Keuangan Public Accounting Firm to Audit the Financial Statements of the Company for
Perseroan Tahun Buku 2018 dan Laporan Keuangan Pelaksanaan Program Fiscal Year 2018 and the Financial Statements for the Implementation of the
Kemitraan dan Bina Lingkungan Perseroan Tahun Buku 2018. Partnership and Community Development Program for the Fiscal Year of 2018.
dengan hak suara yang hadir dalam Rapat. present at the Meeting.
dengan hak suara yang hadir dalam Rapat. at the Meeting.

Keputusan Decision
1. Menetapkan Kantor Akuntan Publik (KAP) Satrio Bing Eny & Rekan 1. Establish the Public Accounting Firm (KAP) Satrio Bing Eny & Partners
(Deloitte) untuk melakukan audit atas Laporan Keuangan Perseroan dan (Deloitte) to conduct an audit of the Company’s Financial Statements and
Laporan Keuangan Program Kemitraan dan Bina Lingkungan (PKBL) the Financial Statements of the Partnership and Community Development
Perseroan untuk Tahun Buku 2018; Program (PKBL) for the 2018 Fiscal Year;
menetapkan besaran imbalan jasa audit dan persyaratan lainnya bagi KAP the amount of compensation for audit services and other requirements
tersebut, serta menetapkan KAP pengganti dalam hal KAP Satrio Bing for the KAP, as well as determining a substitute KAP in the case of Satrio
Eny & Rekan (Deloitte) karena sebab apapun tidak dapat melaksanakan Bing Eny & Partners (Deloitte) KAP due to any reason unable to carry
audit atas Laporan Keuangan Perseroan dan Laporan Keuangan Program out an audit of the Company’s Financial Statements and Reports The
Kemitraan dan Bina Lingkungan Perseroan untuk Tahun Buku 2018, Company’s Financial Partnership and Community Development Program
termasuk menetapkan imbalan jasa audit dan persyaratan lainnya bagi for Fiscal Year 2018, including stipulating compensation for audit
KAP pengganti tersebut. services and other requirements for the substitute KAP.
Agenda Keempat | Fourth Agenda
Laporan Penggunaan Dana Hasil Penawaran Umum Saham Perdana dan Laporan Report on the Use of Funds from the Initial Public Offering and Report on
Hasil Pelaksanaan Management and Employee Stock Option Program (MESOP). the Implementation of Management and Employee Stock Option Program
Oleh karena Mata Acara Keempat RUPST hanya bersifat laporan, maka tidak (MESOP). Because the Fourth Agenda of the AGM is only a report, there was
dilakukan sesi tanya-jawab maupun pengambilan keputusan. no question and answer session or decision-making session.
Mata Acara Keempat RUPST hanya bersifat laporan, maka tidak dilakukan The Fourth Agenda of the AGM is only a report, so there is no question and
sesi tanya-jawab answer session
hak suara yang hadir dalam Rapat. present at the Meeting.
Keputusan Decision
Laporan Penggunaan Dana Hasil Penawaran Umum Saham Perdana dan Report on the Use of Funds from the Initial Public Offering and Report on
Laporan Hasil Pelaksanaan Management and Employee Stock Option the Implementation of Management and Employee Stock Option Program
Program (MESOP). (MESOP).
Agenda Kelima | Fifth Agenda
Perubahan Anggaran Dasar Perseroan Amendment to the Company’s Articles of Association

Tidak Setuju: 197.732.209 suara atau 0,851% bagian dari seluruh saham Disagree: 197,732,209 votes or 0.851% of all shares with voting rights
Keputusan Decision
1. Menyetujui perubahan Anggaran Perseroan; 1. Approve changes in the Company’s Budget;
2. Menyetujui untuk menyusun kembali seluruh ketentuan dalam Anggaran 2. Approve to restructure all provisions in the Company’s Articles of
Dasar Perseroan sehubungan dengan perubahan sebagaimana dimaksud Association in connection with the changes as referred to in number 1 of
pada angka 1 Keputusan tersebut di atas; the Decree mentioned above;
3. Memberikan kuasa dan wewenang kepada masing-masing Direksi 3. To grant power and authority to each of the Directors of the Company
Perseroan dengan hak substitusi untuk melakukan segala tindakan with the right of substitution to take all necessary actions related to the
yang diperlukan berkaitan dengan keputusan mata acara Rapat ini, decision of the agenda of this Meeting, including preparing and restating
termasuk menyusun dan menyatakan kembali seluruh Anggaran Dasar the entire Articles of Association of the Company in a Notarial Deed and
Perseroan dalam suatu Akta Notaris dan memberikan kuasa dengan hak granting power of attorney with the substitution right to submit to the
substitusi untuk menyampaikan kepada instansi yang berwenang untuk authorized agency to obtain approval and / or receipt of notification of
mendapatkan persetujuan dan/atau tanda penerimaan pemberitahuan amendments to the Company’s Articles of Association, to do everything
perubahan Anggaran Dasar Perseroan, melakukan segala sesuatu yang deemed necessary and useful for these purposes with none of which is
dipandang perlu dan berguna untuk keperluan tersebut dengan tidak ada excluded, including to make additions and / or changes in amendments
satu pun yang dikecualikan, termasuk untuk mengadakan penambahan to the Articles of Association , if this is required by the competent
dan/atau perubahan dalam perubahan Anggaran Dasar tersebut, jika hal authority.
tersebut dipersyaratkan oleh instansi yang berwenang.

Agenda Keenam | Sixth Agenda
Pengukuhan Pemberlakuan Peraturan Menteri BUMN No. PER-02/ Inauguration of BUMN Minister Regulation No. PER-02 / MBU / 07/2017
MBU/07/2017 tentang Perubahan Kedua atas Peraturan Menteri BUMN concerning the Second Amendment to SOE Ministerial Regulation No.
No. PER-09/MBU/07/2015 tentang Program Kemitraan dan Program Bina PER-09 / MBU / 07/2015 concerning the Partnership Program and the
Lingkungan Badan Usaha Milik Negara. Environmental Development Program for State-Owned Enterprises.
Keputusan Decision
1. Mengukuhkan pemberlakuan Peraturan Menteri Badan Usaha Milik 1. To confirm the enactment of the Regulation of the Minister of State-
Negara No. PER-02/MBU/7/2017 tentang Perubahan Kedua atas Owned Enterprises No. PER-02 / MBU / 7/2017 concerning the
Peraturan Menteri Badan Usaha Milik Negara No. PER-09/MBU/07/2015 Second Amendment to the Regulation of the Minister of State-Owned
tentang Program Kemitraan dan Program Bina Lingkungan Badan Usaha Enterprises No. PER-09 / MBU / 07/2015 concerning the Partnership
Milik Negara, beserta perubahan-perubahannya; Program and the Environmental Development Program for State-Owned
2. Memberikan kuasa kepada Dewan Komisaris dengan terlebih dahulu Enterprises, along with their changes;
mendapatkan persetujuan tertulis dari Pemegang Saham Seri A Dwiwarna 2. Granting power of attorney to the Board of Commissioners by first
terkait kewenangan RUPS sebagaimana diatur dalam Peraturan Menteri obtaining written approval from the Dwiwarna Series A Shareholder
BUMN No. PER-09/MBU/07/2015 sebagaimana diubah terakhir regarding the authority of the GMS as stipulated in SOE Ministerial
dengan Peraturan Menteri Negara BUMN No. PER-02/MBU/7/2017 dan Regulation No. PER-09 / MBU / 07/2015 as amended lastly by SOE
perubahan-perubahannya. Ministerial Regulation No. PER-02 / MBU / 7/2017 and its changes.
Agenda Ketujuh | Seventh Agenda
Pengukuhan Pemberlakuan Peraturan Menteri BUMN No. PER-03/ Inauguration of BUMN Minister Regulation No. PER-03 / MBU / 08/2017
MBU/08/2017 tentang Pedoman Kerja Sama Badan Usaha Milik Negara jo. concerning Guidelines for Cooperation in State-Owned Enterprises jo.
Peraturan Menteri BUMN No. PER-04/MBU/09/2017 tentang Perubahan BUMN Minister Regulation No. PER-04 / MBU / 09/2017 concerning
Atas Peraturan Menteri BUMN No. PER-03/MBU/08/2017 tentang Amendment to SOE Ministerial Regulation No. PER-03 / MBU / 08/2017
Pedoman Kerja Sama Badan Usaha Milik Negara. concerning Guidelines for Cooperation in State-Owned Enterprises.
Keputusan Decision
Mengukuhkan pemberlakuan Peraturan Menteri BUMN No. PER-03/ To confirm the enactment of SOE Ministerial Regulation No. PER-03 /
MBU/08/2017 tentang Pedoman Kerja Sama Badan Usaha Milik Negara MBU / 08/2017 concerning Guidelines for Cooperation of State-Owned
sebagaimana telah diubah dengan Peraturan Menteri BUMN No. PER-04/ Enterprises as amended by Minister of SOE Regulation No. PER-04 / MBU /
MBU/09/2017 tentang Perubahan Atas Peraturan Menteri BUMN No. PER- 09/2017 concerning Amendment to SOE Ministerial Regulation No. PER-03
03/MBU/08/2017 tentang Pedoman Kerja Sama Badan Usaha Milik Negara, / MBU / 08/2017 concerning Guidelines for Cooperation of State-Owned
beserta perubahan-perubahannya. Enterprises, along with their amendments.
Agenda Kedelapan | Eight Agenda
Perubahan Susunan Pengurus Perseroan. Changes in the composition of the Company’s Management.

Keputusan Decision
1. Memberhentikan dengan hormat Sdr. Isa Rachmatarwata sebagai 1. Respectfully dismiss Isa Rachmatarwata as a Commissioner of
Komisaris Perseroan terhitung sejak ditutupnya RUPS ini, dengan ucapan the Company as of the closing of this GMS, with gratitude for the
terima kasih atas sumbangan tenaga dan pikiran yang diberikan selama contribution of energy and thought given while serving as a Member of
menjabat sebagai Anggota Komisaris Perseroan; the Company’s Commissioners;
2. Mengangkat Sdr. Luky Alfirman dan Sdr. Herbert Timbo Parluhutan 2. Appoint Luky Alfirman and Herbert Timbo Parluhutan Siahaan
Siahaan masing-masing sebagai Komisaris dan Komisaris Independen respectively as Commissioners and Independent Commissioners of the
Perseroan. Masa jabatan anggota Komsiaris dimaksud sesuai dengan Company. The term of office of the members of the Commissioner is in
ketentuan Anggaran Dasar, dengan memperhatikan peraturan accordance with the provisions of the Articles of Association, with due
perundang-undangan di bidang pasar modal dan tanpa mengurangi hak observance of the laws and regulations in the field of capital markets and
RUPS untuk memberhentikan sewaktu-waktu; without prejudice to the right of the GMS to dismiss at any time;
3. Dengan adanya pemberhentian dan pengangkatan anggota Dewan 3. With the dismissal and appointment of members of the Board
Komisaris sebagaimana dimaksud dalam angka 1 dan angka 2 maka of Commissioners as referred to in number 1 and number 2, the
susunan anggota Dewan Komisaris Perseroan menjadi: composition of the Company’s Board of Commissioners becomes:
• Jusman Syafii Djamal Komisaris Utama yang juga sebagai Komisaris • Jusman Syafii Djamal President Commissioner who is also an
Independen; Independent Commissioner;
• Hasan Muhammad Soedjono Komisaris Independen; • Hasan Muhammad Soedjono Independent Commissioner;
• Herbert Timbo P. Siahaan Komisaris Independen; • Herbert Timbo P. Siahaan Independent Commissioner;
• Muzaffar Ismail Komisaris; • Muzaffar Ismail Commissioner;
• Chairal Tanjung Komisaris; • Chairal Tanjung Commissioner;
• Dony Oskaria Komisaris; • Dony Oskaria Commissioner;
• Luky Alfirman Komisaris. • Luky Alfirman Commissioner.
4. Pemberhentian, perubahan nomenklatur jabatan dan pengangkatan 4. Dismissal, change of nomenclature of position and appointment of
anggota Direksi Perseroan sebagai berikut: members of the Company’s Board of Directors as follows:
a. Memberhentikan dengan hormat Sdr. Puji Nur Handayani sebagai a. To honorably dismiss Puji Nur Handayani as Director of Production
Direktur Produksi Perseroan, terhitung sejak ditutupnya Rapat ini of the Company, as of the closing of this Meeting with gratitude for
dengan ucapan terima kasih atas sumbangan tenaga dan pikiran yang the contribution of energy and thoughts given during his tenure as
diberikan selama menjabat anggota Direksi Perseroan; members of the Company’s Board of Directors;
b. Mengubah nomenklatur jabatan b. Change the nomenclature of office
Direktur Kargo Direktur Kargo & Niaga Internasional Director of Cargo Director of International Cargo & Commercial
Direktur Marketing & Direktur Niaga Domestik Director of Marketing & Director of Domestic Commercial
Teknologi Informasi Information Technology
Direktur Produksi - Director of production -
- Direktur Operasi - Director of Operation
- Direktur Teknik - Director of Maintenance
c. Mengalihkan penugasan nama-nama tersebut di bawah ini: c. Toggle the assignments of the names below:
• Sdr. Sigit Muhartono yang semula Direktur Kargo menjadi Direktur • Sigit Muhartono who was originally the Cargo Director became
Kargo & Niaga Internasional; the Director of International Cargo & Commerce;
• Sdr. Nina Sulistyowati yang semula Direktur Marketing & Teknologi • Nina Sulistyowati who was originally the Director of Marketing &
Informasi menjadi Direktur Niaga Domestik. Information Technology became the Director of Domestic Commerce.
yang masing-masing diangkat berdasarkan Keputusan Rapat Umum Each of which is appointed based on the Resolution of the Annual
Pemegang Saham Tahunan tahun 2016 dan Keputusan Rapat Umum General Meeting of Shareholders in 2016 and the Resolution of the
Pemegang Saham Tahunan tahun 2017 dengan masa jabatan Annual General Meeting of Shareholders in 2017 with a term of
meneruskan sisa masa jabatan sesuai dengan keputusan RUPS office continuing the remaining term of office in accordance with the
Tahunan dimaksud. resolution of the Annual GMS in question.
d. Mengangkat nama-nama di bawah sebagai anggota Direksi: d. To appoint names below as members of the Board of Directors:
• Sdr. Triyanto Moeharsono sebagai Direktur Operasi; • Triyanto Moeharsono as Director of Operations;
• Sdr. I Wayan Susena sebagai Direktur Teknik . • I Wayan Susena as Director of Maintenance.
masa jabatan anggota Dewan Komisaris dimaksud sesuai dengan the term of office of the members of the Board of Commissioners referred
ketentuan Anggaran Dasar dengan memperhatikan peraturan to in accordance with the provisions of the Articles of Association by
perundang-undangan di bidang Pasar Modal dan tanpa mengurangi taking into account the legislation in the Capital Market and without
hak RUPS untuk memberhentikan sewaktu-waktu. prejudice to the right of the GMS to dismiss at any time.
5. Dengan adanya pemberhentian, perubahan Nomenklatur Jabatan dan 5. With the dismissal, changes in the Nomenclature of Position and the
pengangkatan Anggota Direksi Perseroan sebagaimana dimaksud pada appointment of Members of the Board of Directors of the Company as referred to
angka 4, maka susunan Direksi Perseroan adalah sebagai berikut: in number 4, the composition of the Company’s Directors is as follows:
Pahala Nugraha Mansury Direktur Utama Pahala Nugraha Mansury President & CEO
Nicodemus Panarung Lampe Direktur Layanan Nicodemus Panarung Lampe Service Director
Helmi Imam Satriyono Direktur Keuangan dan Manajemen Risiko Helmi Imam Satriyono Director of Finance and Risk Management
Linggarsari Suharso Direktur SDM & Umum Linggarsari Suharso HR & General Director
Sigit Muhartono Direktur Kargo & Niaga Internasional Sigit Muhartono Director of International Cargo & Commercial
Nina Sulistyowati Direktur Niaga Domestik Nina Sulistyowati Director of Domestic Commercial
Triyanto Moeharsono Direktur Operasi Triyanto Moeharsono Director of Operation
I Wayan Susena Direktur Teknik I Wayan Susena Technical Director
6. Memberikan kuasa dan wewenang kepada Direksi Perseroan dengan hak 6. To grant power and authority to the Directors of the Company with
substitusi untuk melakukan segala tindakan yang diperlukan berkaitan the right of substitution to take all necessary actions related to the
dengan keputusan agenda ini sesuai dengan peraturan perundang- decisions of this agenda in accordance with applicable laws and
undangan yang berlaku, termasuk untuk menyatakan dalam akta Notaris regulations, including to declare in a separate notarial deed and notify
tersendiri dan memberitahukan susunan Dewan Komisaris dan Direksi the composition of the Board of Commissioners and Directors of the
Perseroan kepada Kementerian Hukum dan Hak Asasi Manusia. Company to the Ministry of Law and human rights.

PELAKSANAAN RUPS LUAR BIASA TANGGAL EXTRAORDINARY GMS IMPLEMENTATION OF

19 APRIL 2018 DAN REALISASINYA APRIL 19, 2018 AND ITS REALIZATION

Perseroan telah Perseroan telah Perseroan telah Rapat Umum Pemegang Ringkasan Hasil RUPSLB
menyampaikan menyampaikan menyampaikan Pemanggilan Saham Luar Biasa diumumkan pada tanggal 23
pemberitahuan rencana Pengumuman mengenai Rapat Umum Pemegang diselenggarakan pada April 2018 melalui iklan pada
Rapat Umum Pemegang rencana Rapat Umum Saham kepada Para tanggal 19 April 2018 surat kabar harian berbahasa
Saham kepada Bursa Efek Pemegang Saham kepada Pemegang Saham melalui pukul 12.49 WIB bertempat Indonesia Kompas, situs web
Indonesia dengan surat Para Pemegang Saham iklan pada 1 (satu) surat di Auditorium Gedung Bursa Efek Indonesia, dan
Perseroan No. GARUDA/ melalui iklan pada 1 kabar harian berbahasa Manajemen Garuda situs web Perseroan.
JKTDZ/20139/17 (satu) surat kabar harian Indonesia dan berperedaran Indonesia, Tangerang
tanggal 2 Maret 2018 berbahasa Indonesia dan nasional, yaitu Kompas, dengan dihadiri oleh
dan No. GARUDA/ berperedaran nasional, yaitu serta mengunggah pada 23.234.597.634 saham
JKTDZ/20188/2018 Kompas, serta mengunggah situs web Bursa Efek termasuk saham seri A
tanggal 27 Maret 2018 pada situs web Bursa Efek Indonesia dalam Bahasa Dwiwarna atau setara
serta kepada Otoritas Jasa Indonesia dalam Bahasa Indonesia dan situs web dengan 89,755% dari
Keuangan dengan surat Indonesia dan situs web Perseroan dalam Bahasa seluruh jumlah saham yang
Perseroan No. GARUDA/ Perseroan dalam Bahasa Indonesia dan Bahasa telah dikeluarkan oleh
JKTDZ/20138/17 tanggal Indonesia dan Bahasa Inggris, yang seluruhnya Perseroan.
2 Maret 2018 dan No. Inggris, yang seluruhnya dipublikasikan pada tanggal
GARUDA/JKTDZ/20189/17 dipublikasikan pada tanggal 28 Maret 2018.
tanggal 27 Maret 2018. 13 Maret 2018.
The Company has conveyed The Company has made an The Company has conveyed Extraordinary General Summary of EGMS Results
the notification of the plan announcement regarding the Invitation of the General Meeting of Shareholders were announced on April 23,
for the General Meeting the plan of the General Meeting of Shareholders to was held on April 19, 2018 2018 through advertisements
of Shareholders to the Meeting of Shareholders the Shareholders through at 12.49 West Indonesia in the Indonesian language
Indonesia Stock Exchange to Shareholders through advertisements in 1 (one) Time at the Auditorium daily Kompas, the Indonesia
with the Company’s letter advertisements in 1 (one) Indonesian language of the Garuda Indonesia Stock Exchange website, and
No. GARUDA / JKTDZ / Indonesian language newspaper and national Management Building, the Company’s website.
20139/17 dated March 2, newspaper and national circulation, namely Kompas, Tangerang, attended by
2018 and No. GARUDA / circulation, namely Kompas, as well as uploading on the 23,234,597,634 shares
JKTDZ / 20188/2018 dated as well as uploading on the Indonesian Stock Exchange’s including the Dwiwarna A
March 27, 2018 as well as Indonesian Stock Exchange website in Indonesian and series shares or equivalent
to the Financial Services website in Indonesian and the Company’s website in to 89.755% of the total
Authority with Company the Company’s website in Indonesian and English, number of shares issued by
letter No. GARUDA / JKTDZ Language Indonesian and all published on 28 March the Company.
/ 20138/17 dated March English, all of which were 2018.
2, 2018 and No. GARUDA published on March 13,
/ JKTDZ / 20189/17 dated 2018.
March 27, 2018.
REKAPITULASI KEHADIRAN PADA RUPS LUAR BIASA ATTENDANCE RECAPITULATION AT THE

TANGGAL 19 APRIL 2019 EXTRAORDINARY GMS 19 APRIL 2019
Tabel Rekapitulasi Kehadiran pada RUPS Luar Biasa tanggal 19 April 2019
Table of Attendance Recapitulation at the Extraordinary GMS on April 19, 2019
Jusman Syafii Djamal Komisaris Utama/Komisaris Independen | President commissioner/Independent commissioner Hadir | Present
Hasan M. Soedjono Komisaris Independen | Independent Commissioner Hadir | Present
Helmi Imam Satriyono Direktur Keuangan dan Manajemen Risiko | Director of Finance and Risk Management Hadir | Present
Nina Sulistyowati Direktur Niaga Domestik | Director of Domestic Commercial Hadir | Present
Nicodemus Panarung Lampe Direktur Layanan | Director of Service Hadir | Present

KEPUTUSAN DAN REALISASI RUPS LUAR BIASA DECISION AND REALIZATION OF THE
TANGGAL 19 APRIL 2019 EXTRAORDINARY GMS, 19 APRIL 2019
Persetujuan Transaksi Material Penerbitan Global Bonds Approval of Global Bonds Issuance Material Transactions
Mata Acara RUPST hanya bersifat laporan, AGMS Agenda is only report,
maka tidak dilakukan sesi tanya-jawab so there is no question and answer session
dengan hak suara yang hadir dalam Rapat. at the Meeting.
Keputusan Decision
1. Secara prinsip RUPS menyetujui Penerbitan Global Bonds dengan jumlah 1. In principle the GMS approved the Issuance of Global Bonds with a
maksimum sebesar USD 750.000.000 (tujuh ratus lima puluh juta Dollar maximum amount of USD 750,000,000 (seven hundred fifty million
Amerika) untuk jangka waktu 5 tahun dengan indikasi kupon yang wajar US Dollars) for a period of 5 years with an indication of a reasonable
sesuai kondisi pasar. Dalam setiap tahapan Penerbitan Global Bonds ini coupon according to market conditions. In each stage of the Issuance of
Dewan Komisaris dan Direksi agar melaporkan kepada Pemegang Saham Global Bonds, the Board of Commissioners and Directors must report to
Seri A Dwiwarna. Dwiwarna A Series Shareholders.
2. Menyetujui untuk memberikan kewenangan kepada Direksi Perseroan 2. Approve to give authority to the Company’s Directors or parties
atau pihak yang ditunjuk oleh Direksi Perseroan untuk melaksanakan appointed by the Company’s Directors to carry out any necessary,
setiap tindakan yang diperlukan, dianggap perlu dan dipersyaratkan deemed necessary and required actions (including any changes,
(termasuk setiap perubahan, perpanjangan, perbaikan dan/atau extensions, improvements and / or additions) and related documents.
penambahannya) dan dokumen-dokumen terkait.
PELAKSANAAN RUPS LUAR BIASA TANGGAL 12 EXTRAORDINARY GMS IMPLEMENTATION ON 12

SEPTEMBER 2018 DAN REALISASINYA SEPTEMBER 2018 AND ITS REALIZATION
Perseroan telah Perseroan telah Perseroan telah Rapat Umum Pemegang Ringkasan Hasil RUPSLB
menyampaikan menyampaikan menyampaikan Pemanggilan Saham Luar Biasa diumumkan pada tanggal
pemberitahuan rencana Pengumuman mengenai Rapat Umum Pemegang diselenggarakan pada 14 September 2018 melalui
Rapat Umum Pemegang rencana Rapat Umum Saham kepada Para tanggal 12 September 2018 iklan pada surat kabar harian
Saham kepada Otoritas Jasa Pemegang Saham kepada Pemegang Saham melalui pukul 16.00 WIB-16.54 WIB berbahasa Indonesia Investor
Keuangan dengan surat Para Pemegang Saham iklan pada 1 (satu) surat bertempat di Auditorium Daily, situs web Bursa Efek
Perseroan No. GARUDA/ melalui iklan pada 1 (satu) kabar harian berbahasa Gedung Manajemen Garuda Indonesia, dan situs web
JKTDZ/20364/2018 tanggal surat kabar harian berbahasa Indonesia dan berperedaran Indonesia, Tangerang Perseroan.
26 Juli 2018. Indonesia dan berperedaran nasional, yaitu Investor dengan dihadiri oleh
nasional, yaitu Investor Daily, serta mengunggah 23.202.122.369 saham
Daily, serta mengunggah pada situs web Bursa Efek termasuk saham seri A
pada situs web Bursa Efek Indonesia dalam Bahasa Dwiwarna atau setara
Indonesia dalam Bahasa Indonesia dan situs web dengan 89,629% dari
Indonesia dan situs web Perseroan dalam Bahasa seluruh jumlah saham yang
Perseroan dalam Bahasa Indonesia dan Bahasa telah dikeluarkan oleh
Indonesia dan Bahasa Inggris, yang seluruhnya Perseroan.
Inggris, yang seluruhnya dipublikasikan pada tanggal
dipublikasikan pada tanggal 20 Agustus 2018.
3 Agustus 2018.
The Company has conveyed The Company has made an The Company has conveyed Extraordinary General Summary of EGMS
the notification of the plan announcement regarding the Invitation of the General Meeting of Shareholders Results were announced
for the General Meeting of the plan of the General Meeting of Shareholders was held on 12 September on September 14, 2018
Shareholders to the Financial Meeting of Shareholders to Shareholders through 2018 at 16.00 WIB-16.54 through advertisements in
Services Authority with to Shareholders through advertisements in 1 (one) WIB at the Auditorium the Indonesian language
the letter of the Company advertisements in 1 (one) Indonesian language of the Garuda Indonesia daily Investor Daily, the
No. GARUDA / JKTDZ / Indonesian language newspaper and in the Management Building, Indonesia Stock Exchange
20364/2018 dated July 26, newspaper and national national circulation, Tangerang, attended by website, and the Company’s
2018. circulation, namely Investor namely Investor Daily, as 23,202,122,369 shares website.
Daily, as well as uploading well as uploading on the including Dwiwarna A series
on the Indonesian Stock Indonesian Stock Exchange’s shares or equivalent to
Exchange’s website website in Indonesian and 89,629% of all shares issued
in Indonesian and the the Company’s website in by the Company.
Company’s website in Indonesian and English, all
Indonesian and English, published on August 20,
all published on August 3, 2018.
2018.

REKAPITULASI KEHADIRAN PADA RUPS LUAR BIASA ATTENDANCE RECAPITULATION AT THE

TANGGAL 12 SEPTEMBER 2018 2019 EXTRAORDINARY GMS, 12 SEPTEMBER 2019
Tabel Rekapitulasi Kehadiran pada RUPS Luar Biasa tanggal 12 September 2019
Table of Attendance Recapitulation at the Extraordinary GMS, September 12, 2019
Kehadiran |
Nama | Name Jabatan | Position
Presence
Jusman Syafii Djamal Komisaris Utama/Komisaris Independen | President commissioner/independent commissioner Hadir | Present
Hasan M. Soedjono Komisaris Independen | independent Commissioner Hadir | Present
Herbert Timbo P Siahaan Komisaris Independen | independent Commissioner Hadir | Present
Luky Alfirman Komisaris | Commissioner Hadir | Present
Helmi Imam Satriyono Direktur Keuangan dan Manajemen Risiko | Director of Finance and Risk Management Hadir | Present
Nina Sulistyowati Direktur Niaga Domestik | Director of Domestic Commercial Hadir | Present
Nicodemus Panarung Lampe Direktur Layanan | Director of Service Hadir | Present
KEPUTUSAN DAN REALISASI RUPS LUAR BIASA DECISION AND REALIZATION OF EXTRAORDINARY GMS,
TANGGAL 12 SEPTEMBER 2018 2019 12 SEPTEMBER 2019
Laporan Kinerja Perseroan Semester I Tahun 2018. Company Performance Report Semester I Year 2018.
Mata Acara RUPST hanya bersifat laporan, maka tidak dilakukan sesi tanya-jawab. AGMS Agenda is only report, so there is no question and answer session.
Oleh karena Mata Acara Pertama Rapat hanya bersifat laporan, maka tidak Because the First Agenda of the Meeting was only a report, no voting was
dilakukan pemungutan suara. conducted.
Keputusan Decision
Oleh karena Mata Acara Pertama Rapat hanya bersifat laporan, maka tidak Because the First Agenda of the Meeting is only a report, no decision is
dilakukan pengambilan keputusan. made.
Laporan Perkembangan Rencana Transaksi Penerbitan Obligasi Global dan Progress Report on 2018 Global Bonds and Corporate Funds Transaction
Pendanaan Perseroan Tahun 2018. Issuance Report.
Mata Acara RUPST hanya bersifat laporan, maka tidak dilakukan sesi tanya-
AGMS Agenda is only report, so there is no question and answer session.
jawab.
Oleh karena Mata Acara Pertama Rapat hanya bersifat laporan, maka tidak Because the First Agenda of the Meeting was only a report, no voting was
dilakukan pemungutan suara. conducted.
Keputusan Decision
Oleh karena Mata Acara Pertama Rapat hanya bersifat laporan, maka tidak Because the First Agenda of the Meeting is only a report, no decision is
dilakukan pengambilan keputusan. made.
Perubahan Pengurus Perseroan. Change on Company’s Management


Keputusan Decision
sebagai Anggota Direksi Perseroan: Board of Directors:
• Sdr. Pahala Nugraha Mansury : Direktur Utama • Pahala Nugraha Mansury: President & CEO
• Sdri. Nina Sulistyowati : Direktur Niaga Domestik • Nina Sulistyowati: Director of Domestic Commercial
• Sdr. Sigit Muhartono : Direktur Kargo dan Niaga Internasional • Sigit Muhartono: Director of International Cargo and Commercial
• Sdr. Triyanto Moeharsono : Direktur Operasi • Triyanto Moeharsono: Director of Operation
• Sdr. Helmi Imam Satriyono : Direktur Keuangan & Manajemen Risiko • Helmi Imam Satriyono: Director of Finance & Risk Management
• Sdr. Linggarsari Suharso : Direktur SDM & Umum • Linggarsari Suharso: HR & General Director
Pemberhentian anggota Direksi tersebut terhitung sejak ditutupnya The dismissal of the members of the Board of Directors counts since the
RUPS Luar Biasa ini dengan ucapan terima kasih atas sumbangan tenaga closing of the Extraordinary GMS with a thank you for the contribution of
dan pikiran yang diberikan selama menjabat sebagai Anggota Direksi energy and thought given while serving as a Member of the Company’s
Perseroan. Board of Directors.
2. Merubah nomenklatur jabatan anggota-anggota Direksi Perseroan 2. Changed the nomenclature of the position of members of the Board of
menjadi sebagai berikut: Directors of the Company to be as follows:
Direktur Niaga Domestik Direktur Niaga Director of Domestic Commerce Director of Commercial
Direktur Kargo & Direktur Kargo dan Director of International Director of Cargo and
Niaga Internasional Pengembangan Usaha Cargo & Commerce Business Development
Direktur SDM & Umum Direktur Human Capital Director of HR & General Director of Human Capital
3. Mengangkat nama-nama tersebut di bawah ini sebagai Anggota Direksi 3. Appoint the names below as Members of the Company’s Board of
Perseroan: Directors:
• Sdr. I Gusti Ngurah Askhara Danadiputra • I Gusti Ngurah Askhara Danadiputra
sebagai Direktur Utama as President & CEO
• Sdr. Pikri Ilham Kurniansyah • Pikri Ilham Kurniansyah
sebagai Direktur Niaga as Director of Commercial
• Sdr. Mohammad Iqbal • Mohammad Iqbal
sebagai Direktur Kargo & Pengembangan Usaha as Director of Cargo & Business Development
• Sdr. Bambang Adisurya Angkasa • Bambang Adisurya Angkasa
sebagai Direktur Operasi as Director of Operations
• Sdr. Fuad Rizal • Fuad Rizal
sebagai Direktur Keuangan & Manajemen Risiko as Director of Finance & Risk Management
• Sdr. Heri Akhyar • Heri Akhyar
sebagai Direktur Human Capital as Director of Human Capital
sebagai Anggota Dewan Komisaris Perseroan: Board of Commissioners:
• Sdr. Jusman Syafii Djamal • Jusman Syafii Djamal
sebagai Komisaris Utama/Komisaris Independen as President Commissioner / Independent Commissioner
• Sdr. Hasan M. Soedjono • Hasan M. Soedjono
sebagai Komisaris Independen as Independent Commissioner
Pemberhentian tersebut sejak ditutupnya Rapat ini dengan ucapan This dismissal has been concluded since the closing of this Meeting with
terima kasih atas sumbangan tenaga dan pikiran yang diberikan selama gratitude for the contribution of energy and thought given while serving
menjabat sebagai Anggota Dewan Komisaris Perseroan. as a Member of the Board of Commissioners of the Company.
5. Mengangkat nama-nama tersebut di bawah ini sebagai Anggota Dewan 5. Appoint the names below as Members of the Company’s Board of
Komisaris Perseroan: Commissioners:
• Sdr. Agus Santoso • Agus Santoso
sebagai Komisaris Utama/Komisaris Independen as President Commissioner / Independent Commissioner
• Sdr. Insmerda Lebang • Insmerda Lebang
sebagai Komisaris Independen as Independent Commissioner
6. Berakhirnya masa jabatan Anggota Direksi dan Anggota Dewan 6. The term of office of the Directors and Members of the Board of
Komisaris yang diangkat sebagaimana dimaksud pada angka 3 dan angka Commissioners appointed as referred to in numbers 3 and 5 are expired in
5 adalah sesuai dengan ketentuan Anggaran Dasar Perseroan dengan accordance with the provisions of the Company’s Articles of Association with
memperhatikan peraturan perundang-undangan di bidang Pasar Modal due regard to the laws and regulations in the Capital Market and without
dan tanpa mengurangi hak RUPS untuk memberhentikan sewaktu-waktu; prejudice to the right of the GMS to dismiss at any time;

7. Dengan adanya pemberhentian, perubahan nomenklatur jabatan dan 7. With the dismissal, changes in nomenclature of positions and
pengangkatan Anggota Direksi sebagaimana dimaksud pada angka 1, appointment of Directors as referred to in number 1, number 2 and
angka 2 dan angka 3, serta pemberhentian dan pengangkatan Anggota number 3, as well as dismissal and appointment of Members of the
Dewan Komisaris sebagaimana dimaksud pada angka 4 dan angka 5, Board of Commissioners as referred to in number 4 and number 5, the
maka susunan Direksi dan Dewan Komisaris Perseroan menjadi sebagai composition of the Board of Directors and Board of Commissioners of the
berikut: Company shall be as following:
• Direktur Utama : I Gusti Ngurah Askhara Danadiputra • President & CEO : I Gusti Ngurah Askhara Danadiputra
• Direktur Niaga : Pikri Ilham Kurniansyah • Director of Commercial : Pikri Ilham Kurniansyah
• Direktur Kargo & • Director of Cargo &
Pengembangan Usaha : Mohammad Iqbal Business Development : Mohammad Iqbal
• Direktur Layanan : Nicodemus Panarung Lampe • Director of Services : Nicodemus Panarung Lampe
• Direktur Operasi : Bambang Adisurya Angkasa • Director of Operation : Bambang Adisurya Angkasa
• Direktur Teknik : I Wayan Susena • Director of Maintenance : I Wayan Susena
• Direktur Keuangan & • Director of Finance &
Manajemen Risiko : Fuad Rizal Risk Management : Fuad Rizal
• Direktur Human Capital : Heri Akhyar • Human Capital Director : Heri Akhyar
• Komisaris Utama/Independen : Agus Santoso • President / Independent Commissioner: Agus Santoso
• Komisaris Independen : Herbert Timbo P Siahaan • Independent Commissioner : Herbert Timbo P Siahaan
• Komisaris Independen : Insmerda Lebang • Independent Commissioner : Insmerda Lebang
• Komisaris : Muzaffar Ismail • Commissioner : Muzaffar Ismail
• Komisaris : Dony Oskaria • Commissioner : Dony Oskaria
• Komisaris : Chairal Tanjung • Commissioner : Chairal Tanjung
• Komisaris : Luky Alfirman • Commissioner : Luky Alfirman
8. Memberikan kuasa dengan hak subtitusi kepada Direksi Perseroan untuk 8. To grant power of attorney with substitution rights to the Directors of
menyatakan yang diputuskan dalam RUPS Luar Biasa ini dalam bentuk the Company to declare what has been decided at this Extraordinary
akta nortaris serta menghadap Notaris atau pejabat yang berwenang, GMS in the form of a notarial deed and appear before the Notary or the
dan melakukan penyesuaian atau perbaikan-perbaikan yang diperlukan authorized official, and make necessary adjustments or corrections if
apabila dipersyaratkan oleh pihak yang berwenang untuk keperluan required by the competent authority for the purposes of implementing
pelaksanaan isi keputusan rapat. the contents. meeting decision.
DEWAN KOMISARIS BOARD OF COMMISSIONERS

Sesuai Anggaran Dasar Perseroan, Dewan Komisaris In accordance with the Company’s Articles of Association,
bertanggung jawab atas fungsi pengawasan atas the Board of Commissioners is responsible for the oversight
pelaksanaan strategi dan pengelolaan Perseroan oleh function of the implementation of the Company’s strategy
Direksi serta pemberian rekomendasi pada Direksi guna and management by the Directors as well as providing
memastikan kesinambungan aktivitas bisnis. Selain itu, recommendations to the Directors to ensure the sustainability
Dewan Komisaris juga diharapkan mampu melakukan of business activities. In addition, the Board of Commissioners
pemantauan atas pelaksanaan dan efektivitas penerapan is expected to be able to monitor the implementation and
GCG termasuk di dalamnya memberikan saran konstruktif effectiveness of the implementation of GCG, including
untuk penyempurnaan implementasi GCG oleh Perseroan. providing constructive suggestions for improving the
implementation of GCG by the Company.
TUGAS DAN KEWAJIBAN DEWAN KOMISARIS DUTIES AND OBLIGATIONS OF THE BOARD OF
COMMISSIONERS
Tugas Dewan Komisaris adalah dengan itikad baik dan The duties of the Board of Commissioners are in good faith
tanggung jawab penuh melakukan pengawasan dan and full responsibility for overseeing and providing advice
memberikan nasihat dan pendapat kepada Direksi dalam and opinions to the Directors in order to ensure that the
rangka memastikan Perseroan dikelola sesuai dengan Company is managed in accordance with the aims and
maksud dan tujuan kegiatan usaha Perseroan. Tugas khusus objectives of the Company’s business activities. Specific
dapat didistribusikan kepada Komisaris Independen. Dewan tasks can be distributed to Independent Commissioners. The
Komisaris membuat pembagian tugas yang diatur oleh Board of Commissioners makes the division of tasks arranged
anggota Dewan Komisaris itu sendiri. by members of the Board of Commissioners themselves.
Tugas dan tanggung jawab utama Dewan Komisaris diatur The main duties and responsibilities of the Board of
dalam Anggaran Dasar Perseroan dan dipusatkan pada Commissioners are set in the Company’s Articles of
fungsi pengawasan terhadap kebijakan Direksi dalam Association and are focused on the oversight function of the
melaksanakan pengelolaan Perseroan serta memberi nasihat Board of Directors’ policies in carrying out the management
kepada Direksi. Adapun tugas dan tanggung jawab tersebut of the Company and giving advice to the Directors. The
antara lain meliputi: duties and responsibilities include:
1. Memberikan nasihat kepada Direksi dalam 1. Give advice to the Directors in carrying out the
melaksanakan pengurusan Perseroan; management of the Company;
2. Memberikan pendapat dan persetujuan Rencana Jangka 2. Providing opinions and approvals of the Company’s
Panjang Perseroan dan Rencana Kerja dan Anggaran Long-Term Plan and Work Plan and Annual Budget of the

Tahunan Perseroan, serta rencana lainnya, yang disiapkan Company, as well as other plans, prepared by the Directors, in
Direksi, sesuai dengan ketentuan Anggaran Dasar; accordance with the provisions of the Articles of Association;
3. Mengikuti, mengawasi perkembangan kegiatan 3. Following, overseeing the development of the
Perseroan, memberikan pendapat dan saran kepada Company’s activities, giving opinions and suggestions
RUPS mengenai setiap masalah yang dianggap penting to the GMS regarding any issues deemed important
bagi kepengurusan Perseroan; to the management of the Company;
4. Melaporkan dengan segera kepada seluruh Pemegang 4. Report immediately to all Shareholders if there is a symptom
Saham apabila terjadi gejala menurunnya kinerja of a decline in the Company’s performance accompanied
Perseroan disertai saran mengenai langkah perbaikan by suggestions regarding corrective measures that must
yang harus ditempuh melalui keterbukaan informasi be taken through information disclosure to the public in
kepada publik sesuai dengan ketentuan Pasar Modal; accordance with Capital Market regulations;
5. Mengusulkan kepada RUPS mengenai penunjukan 5. Propose to the GMS regarding the appointment of a
Akuntan Publik yang akan melakukan pemeriksaan Public Accountant who will examine the Company’s
atas buku-buku Perseroan; books;
6. Meneliti dan menelaah serta memberikan tanggapan atas 6. Researching and analyzing and responding to periodic
laporan berkala dan Laporan Tahunan yang disiapkan reports and Annual Reports prepared by the Directors
Direksi serta menandatangani Laporan Tahunan; and signing the Annual Reports;
7. Memberikan penjelasan, pendapat dan saran kepada 7. Provide explanations, opinions and suggestions to the
RUPS mengenai Laporan Tahunan; GMS regarding the Annual Report;
8. Membuat risalah Rapat Dewan Komisaris dan 8. Make minutes of the Board of Commissioners’ Meeting
menyimpan salinannya; and keep a copy of it;
9. Melaporkan kepada Perseroan mengenai kepemilikan 9. Report to the Company regarding ownership of its
sahamnya dan/atau keluarganya pada Perseroan shares and / or their families in the Company and
tersebut dan Perseroan lain; other companies;
10. Memberikan laporan tentang tugas pengawasan yang 10. Provide reports on the supervisory tasks that have
telah dilakukan selama tahun buku yang baru lampau been carried out during the new financial year to
kepada RUPS; the GMS;
11. Memberikan penjelasan tentang segala hal yang 11. Provide an explanation of everything that is asked or
ditanyakan atau yang diminta Pemegang Saham requested by the Dwiwarna Series A Shareholder with
Seri A Dwiwarna dengan memperhatikan peraturan due regard to the laws and regulations, especially those
perundang-undangan khususnya yang berlaku di that apply in the Capital Market sector;
bidang Pasar Modal;
12. Melaksanakan kewajiban lainnya dalam rangka tugas 12. Carrying out other obligations in the context of
pengawasan dan pemberian nasihat, sepanjang tidak supervisory duties and providing advice, as long as
bertentangan dengan ketentuan, peraturan perundang- it does not conflict with the provisions, laws and
undangan, Anggaran Dasar, dan keputusan RUPS; regulations, Articles of Association and GMS decisions;
13. Dewan Komisaris wajib memberikan penjelasan tentang 13. The Board of Commissioners must provide an
segala hal yang ditanyakan atau yang diminta pemegang explanation of everything asked or requested by the
saham Seri A Dwiwarna, dengan memperhatikan Dwiwarna Series A shareholders, taking into account
peraturan perundang-undangan khususnya peraturan the laws and regulations, particularly those that apply
yang berlaku di bidang pasar modal. in the capital market.
Dalam melaksanakan tugasnya, Dewan Komisaris memiliki In carrying out its duties, the Board of Commissioners has several
beberapa kewajiban sebagaimana yang ditetapkan dalam obligations as stipulated in Article 116 of the Company Law,
Pasal 116 UUPT, Pasal 31 UU BUMN, Pasal 15 ayat (2) huruf b Article 31 of the SOE Law, Article 15 paragraph (2) letter b of the
Anggaran Dasar Perseroan, Pasal 12 dan 15 Permen BUMN No. Company’s Articles of Association, Articles 12 and 15 of SOE’s
01/2011 yang mencakup fungsi pengawasan, tanggapan atas Regulation No. 01/2011 which includes the supervisory function,
laporan tahunan Direksi, rapat Dewan Komisaris dan risalahnya, responses to the annual report of the Board of Directors, Board
keterbukaan kepemilikan saham, persetujuan RKAP dan RJPP, of Commissioners meetings and minutes, disclosure of share
usulan akuntan publik, RKAP Tahunan Dewan Komisaris dan ownership, RKAP and RJPP approvals, proposed public accountants,
penilaian kinerja Direksi, persetujuan atas pendayagunaan Board of Commissioners Annual RKAP and assessment of Directors’
aktiva tetap Perseroan, melakukan pelaporan kepada RUPS, performance, approval of utilization of the Company’s fixed assets,
memantau pelaksanaan GCG, melakukan evaluasi terhadap conducts reporting to the GMS, monitoring the implementation
sekretariat Dewan Komisaris, mengkaji visi dan misi Perseroan, of GCG, evaluating the secretariat of the Board of Commissioners,
dan memastikan tindak lanjut atas temuan Whistleblowing reviewing the Company’s vision and mission, and ensuring
System (WBS) seperti dijabarkan berikut ini. follow-up on the findings of the Whistleblowing System (WBS)
as described below.
Pengawasan Mengawasi perkembangan kegiatan dan kinerja Supervision Overseeing the development of the Company’s
kepengurusan Perseroan termasuk menyediakan management activities and performance including
laporan pendapat dan saran untuk RUPS sehubungan providing opinion reports and suggestions for the GMS
dengan seluruh tugas pengawasan dan tindakan in connection with all supervisory tasks and actions
yang dilakukan selama tahun buku sebelumnya. taken during the previous financial year. The Board of
Dewan Komisaris bertanggung jawab dan berwenang Commissioners is responsible and has the authority to
melakukan pengawasan atas kebijakan pengurusan, supervise management policies, management processes
jalannya pengurusan pada umumnya, baik mengenai in general, both regarding the Company and the
Perseroan maupun usaha Perseroan dan memberikan Company’s business and provide advice to the Directors.
nasihat kepada Direksi. Pengawasan dan nasihat yang Supervision and advice provided are carried out for the
diberikan dilakukan untuk kepentingan Perseroan benefit of the Company and in accordance with the aims
dan sesuai maksud dan tujuan Perseroan, dan tidak and objectives of the Company, and are not intended for
dimaksudkan untuk kepentingan pihak atau golongan the interests of certain parties or groups.
tertentu.
Tanggapan Meneliti dan memberikan tanggapan kepada RUPS Response Examine and respond to the GMS on regular reports and
atas Laporan atas laporan berkala dan Laporan Tahunan yang top of the report Annual Reports prepared by the Directors and ensure
Tahunan Direksi disiapkan oleh Direksi dan memastikan bahwa Direksi Annual Directors that the Directors are responsible for the Financial
bertanggung jawab terhadap Laporan Keuangan Statements by certifying the Financial Statements in
dengan memberikan sertifikasi terhadap Laporan accordance with OJK (Bapepam-LK) regulations and
Keuangan sesuai dengan peraturan OJK (Bapepam- signing the Annual Report. The Board of Commissioners
LK) dan menandatangani Laporan Tahunan tersebut. must ensure that the Company’s Annual Report
Dewan Komisaris harus memastikan bahwa dalam contains information about the identity of the Board of
Laporan Tahunan Perseroan telah memuat informasi Directors, its main work, the position of the Board of
mengenai identitas Direksi, pekerjaan-pekerjaan Commissioners in other companies, including meetings
utamanya, jabatan Dewan Komisaris di perusahaan conducted in one financial year (internal meetings or
lain, termasuk rapat-rapat yang dilakukan dalam satu joint meetings with the Directors), and honorarium,
tahun buku (rapat internal maupun rapat gabungan facilities and / or other benefits received from the
dengan Direksi), serta honorarium, fasilitas, dan/atau Company.
tunjangan lain yang diterima dari Perseroan.
Rapat Dewan Menyelenggarakan rapat bulanan Dewan Komisaris Board of Hold monthly meetings of the Board of Commissioners and
Komisaris dan dan menyiapkan risalah rapat Dewan Komisaris dan Commissioners’ prepare minutes of meetings of the Board of Commissioners
Risalahnya memegang salinan risalah tersebut. Seluruh anggota Meeting and and hold a copy of the minutes. All members of the Board
Dewan Komisaris wajib menandatangani risalah Rapat Minutes of Commissioners must sign the minutes of the Board of
Dewan Komisaris paling lambat 7 hari kerja setelah Commissioners Meeting no later than 7 working days after
dilakukannya Rapat Dewan Komisaris. the Board of Commissioners’ Meeting.
Keterbukaan Melaporkan kepada Perseroan mengenai kepemilikan Share ownership Report to the Company regarding the ownership of
Kepemilikan saham mereka dan keluarga mereka di Perseroan atau disclosure their shares and their families in the Company or other
Saham perusahaan lain. Peraturan Pasal Modal mewajibkan companies. The Capital Article Rule requires the Board
Dewan Komisaris untuk melaporkan kepemilikan of Commissioners to report their share ownership in the
sahamnya di dalam Perseroan dalam waktu 10 hari Company within 10 days of the transaction occurring.
sejak terjadinya transaksi.
Persetujuan RKAP Memberikan pendapat dan persetujuan terhadap RKAP and RJPP Provide opinions and approvals for the RJPP and RKAP
dan RJPP RJPP dan RKAP yang disusun Direksi. Dengan approval prepared by the Directors. With the approval of the RJPP
disetujuinya RJPP dan RKAP oleh Dewan Komisaris, and RKAP by the Board of Commissioners, the Board of
maka Direksi berwenang untuk melaksanakan dan Directors is authorized to implement and implement the
mengimplementasikan pelaksanaan RJPP dan RKAP RJPP and RKAP during the fiscal year period.
selama periode tahun anggaran tersebut.
Usulan Akuntan Mengusulkan kepada RUPS mengenai penunjukan Public Propose to the General Meeting of Shareholders
Publik Akuntan Publik yang akan melakukan pemeriksaan Accountant regarding the appointment of a Public Accountant who
atas buku-buku Perseroan baik entitas induk maupun Proposal will examine the books of the Company both the parent
entitas anak. and subsidiary entities.
RKAP Tahunan Menyusun Rencana Kerja dan Anggaran Tahunan Board of Prepare the Board of Commissioners Annual Work
Dewan Komisaris Dewan Komisaris yang merupakan bagian yang tidak Commissioners Plan and Budget which is an integral part of the
dan Penilaian terpisahkan dari Rencana Kerja dan Anggaran Tahunan Annual Work Company’s Annual Work Plan and Budget. The Board of
Kinerja Komisaris Perseroan. Dewan Komisaris dapat memberikan Plan and Budget Commissioners can provide recommendations regarding
usulan mengenai Indikator Pencapaian Kinerja/ and Performance the Key Performance Indicator (KPI) which is a measure
Key Performance Indicator (KPI) yang merupakan Assessment of of the assessment of the successful implementation of
ukuran penilaian atas keberhasilan pelaksanaan tugas Commissioner the duties and responsibilities of supervision and giving
dan tanggung jawab pengawasan dan pemberian advice by the Board of Commissioners, to the GMS.
nasihat oleh Dewan Komisaris, kepada RUPS. Dewan The Board of Commissioners can assign assignments
Komisaris dapat memberikan penugasan kepada to the Nomination and Remuneration Committee in the
Komite Nominasi dan Remunerasi berupa penyusunan form of preparation of the Board of Commissioners ‘Key
Key Performance Indicator (KPI) Dewan Komisaris Performance Indicator (KPI) using a self-assessment
dengan sistem self-assessment atau sistem lain untuk system or other system to be decided at the Board of
kemudian diputuskan dalam rapat Dewan Komisaris. Commissioners’ meeting.
Penilaian Kinerja Dewan Komisaris memberikan penilaian dan Evaluation of the The Board of Commissioners provides an assessment and
Direksi evaluasi mengenai kinerja Direksi berdasarkan KPI performance of evaluation of the performance of the Directors based on
yang ditetapkan oleh Dewan Komisaris, baik secara the Directors the KPI determined by the Board of Commissioners, both
perseorangan maupun kolektif. individually and collectively.

Persetujuan atas Dewan Komisaris harus memberikan persetujuan Agreement on The Board of Commissioners must approve or reject no
Pendayagunaan atau penolakan selambat lambatnya 30 (tiga puluh) Utilization later than 30 (thirty) days after receiving a request from
Aktiva Tetap hari setelah menerima permohonan dari Direksi Fixed assets the Board of Directors for Utilization of Fixed Assets. In
Perseroan atas Pendayagunaan Aktiva Tetap. Dalam hal Company the event that the Utilization of Fixed Assets must be
Pendayagunaan Aktiva Tetap harus disetujui oleh approved by the GMS, the Board of Commissioners must
RUPS, maka Dewan Komisaris juga harus memberikan also provide a written response no later than 30 (thirty)
tanggapan tertulis selambat-lambatnya 30 (tiga days, addressed to the Board of Directors after receiving
puluh) hari, yang ditujukan kepada Direksi setelah a request from the Board of Directors regarding the
menerima permohonan dari Direksi mengenai utilization. Utilization of Fixed Assets (Articles 32 and 33
pendayagunaan tersebut. Pendayagunaan Aktiva of SOE Regulation No. 06/2011).
Tetap (Pasal 32 dan 33 Permen BUMN No. 06/2011).
Melakukan Dewan Komisaris wajib menyampaikan laporan Report to GMS The Board of Commissioners must submit a report on the
Pelaporan kepada tentang tugas pengawasan yang telah dilakukan supervisory tasks that have been carried out during the
RUPS selama tahun buku yang baru lampau kepada RUPS. new financial year to the GMS.
Memantau Pemantauan atas penerapan GCG dilakukan oleh Monitor GCG Monitoring of GCG implementation is carried out by
Pelaksanaan GCG Dewan Komisaris untuk memastikan bahwa GCG Implementation the Board of Commissioners to ensure that GCG in
di Perseroan telah berjalan secara efektif dan the Company has been carried out effectively and
berkelanjutan. sustainably.
Melakukan Dewan Komisaris melakukan evaluasi atas kinerja Evaluate the The Board of Commissioners evaluates the performance
Evaluasi Terhadap Sekretariat Dewan Komisaris setiap 1 (satu) tahun Secretary of the Secretariat of the Board of Commissioners every 1
Sekretariat Dewan dengan menggunakan metode yang ditetapkan oleh of Board of (one) year using the method determined by the Board of
Komisaris Dewan Komisaris. Commissioners Commissioners.
Mengkaji Visi dan Dewan Komisaris secara periodik bertanggung jawab Reviewing the The Board of Commissioners is periodically responsible
Misi Perseroan untuk mengkaji dan menyetujui penyempurnaan Visi Company’s for reviewing and approving improvements to the
dan Misi Perseroan. Vision and Company’s Vision and Mission
Mission
Memastikan Dewan Komisaris harus memastikan bahwa setiap Ensuring Follow- The Board of Commissioners must ensure that every report
Tindak Lanjut Atas laporan yang masuk melalui WBS telah ditindaklanjuti Up on WBS submitted through WBS has been followed up by the
Temuan WBS oleh Direksi Perseroan. Independensi dari tindak lanjut Findings Company’s Directors. The independence of the follow-up
laporan tersebut juga merupakan bagian dari fungsi to the report is also part of the Board of Commissioners’
Dewan Komisaris terkait dengan program WBS. functions in relation to the WBS program.
WEWENANG DEWAN KOMISARIS AUTHORITY OF THE BOARD OF COMMISSIONERS

Berdasarkan ketentuan Anggaran Dasar Perseroan Pasal Based on the provisions of the Company’s Articles of
15 ayat (2) huruf (a), Dewan Komisaris berwenang untuk: Association Article 15 paragraph (2) letter (a), the Board
of Commissioners is authorized to:
1. Memeriksa buku, surat, serta dokumen lainnya, 1. Checking books, letters and other documents, checking
memeriksa kas untuk keperluan verifikasi dan lain- cash for verification purposes and other securities and
lain surat berharga dan memeriksa kekayaan Perseroan; checking the Company’s assets;
2. Memasuki pekarangan, Gedung dan kantor yang 2. Entering the grounds, buildings and offices used by
dipergunakan oleh Perseroan; the Company;
3. Meminta penjelasan dari Direksi dan/atau pejabat 3. Request clarification from the Directors and / or other
lainnya mengenai segala persoalan yang menyangkut officials regarding all issues relating to the management
pengelolaan Perseroan; of the Company;
4. Mengetahui segala kebijakan dan tindakan yang telah 4. Knowing all policies and actions that have been and
dan akan dijalankan oleh Direksi; will be carried out by the Directors;
5. Meminta Direksi dan/atau pejabat lainnya di bawah 5. Requesting the Directors and / or other officials under
Direksi dengan sepengetahuan Direksi untuk menghadiri the Directors with the knowledge of the Directors to
Rapat Dewan Komisaris; attend the Board of Commissioners’ Meeting;
6. Mengangkat dan memberhentikan seorang Sekretaris 6. To appoint and dismiss a Secretary of the Board of
Dewan Komisaris; Commissioners;
7. Memberhentikan sementara anggota Direksi sesuai 7. Temporarily dismiss members of the Board of Directors
dengan ketentuan Anggaran Dasar Perseroan; in accordance with the provisions of the Company’s
8. Membentuk Komite Audit, Komite Remunerasi dan Articles of Association;
Nominasi, Komite Pemantau Risiko dan komite lain, jika 8. Establish an Audit Committee, Remuneration and
dianggap perlu dengan memperhatikan kemampuan Nomination Committee, Risk Monitoring Committee
perusahaan; and other committees, if deemed necessary by taking
9. Menggunakan tenaga ahli untuk hal tertentu dan into account the company’s capabilities;
dalam jangka waktu tertentu atas beban Perseroan, 9. Use experts for certain things and within a certain period
jika dianggap perlu. at the expense of the Company, if deemed necessary;
10. Melakukan tindakan pengurusan Perseroan dalam 10. Performing management of the Company in certain
keadaan tertentu untuk jangka waktu tertentu sesuai circumstances for a certain period in accordance with
dengan ketentuan Anggaran Dasar; the provisions of the Articles of Association;

11. Menyetujui pengangkatan dan pemberhentian 11. Approve the appointment and dismissal of the Corporate
Sekretaris Perusahaan dan/atau Kepala Satuan Secretary and / or Head of the Internal Oversight Unit;
Pengawas Intern;
12. Menghadiri rapat Direksi dan memberikan pandangan- 12. Attend Board of Directors’ meetings and provide views
pandangan terhadap hal-hal yang dibicarakan; on matters discussed;
13. Melaksanakan kewenangan pengawasan lainnya 13. exercise other supervisory authority insofar as it
sepanjang tidak bertentangan dengan peraturan does not conflict with the laws and regulations, the
perundang-undangan, Anggaran Dasar Perseroan, Company’s Articles of Association, and / or GMS
dan/atau keputusan RUPS. decisions.
KEPUTUSAN YANG PERLU MENDAPAT DECISION THAT NEEDS TO AGREE TO THE

PERSETUJUAN DEWAN KOMISARIS BOARD OF COMMISSIONERS
Sesuai ketentuan Anggaran Dasar Perseroan Pasal 12 ayat In accordance with the Articles of Association of the
7, terdapat batasan atas perbuatan-perbuatan Direksi Company Article 12 paragraph 7, there are limits on the
yang perlu mendapatkan persetujuan terlebih dahulu dari actions of the Directors who need to get prior approval
Dewan Komisaris. Direksi wajib meminta persetujuan Dewan from the Board of Commissioners. The Board of Directors
Komisaris sebelum melaksanakan hal-hal sebagai berikut: must request the approval of the Board of Commissioners
1. Melepaskan/memindahtangankan dan/atau before implementing the following matters:
mengagunkan aset Perseroan dengan nilai melebihi 1. Releasing / transferring and / or pledging the Company’s
jumlah tertentu yang ditetapkan oleh Dewan Komisaris, assets with a value exceeding a certain amount determined
kecuali aset yang dicatat sebagai persediaan, dengan by the Board of Commissioners, except for assets recorded
memperhatikan Peraturan perundang-undangan di as inventories, with due observance of laws and regulations
bidang pasar modal; in the capital market sector;
2. Mengadakan kerja sama dengan badan usaha atau 2. Establish cooperation with business entities or other
pihak lain, dalam bentuk kerja sama operasi (KSO), parties, in the form of operational cooperation (KSO),
kerjasama usaha (KSU), kerja sama lisensi, Bangun Guna business cooperation (KSU), licensing cooperation, Build-
Serah (Build, Operate, Transfer/BOT), Bangun Serah Up (Transfer, Operate, Transfer / BOT), Build-Up (Use,
Guna (Build, Transfer, Operate/BTO), Bangun Guna Build Transfer, Operate / BTO), Build, Operate and Own
Milik (Build, Operate and Own/BOO) dan perjanjian lain (BOO) and other agreements that have the same nature
yang mempunyai sifat yang sama yang jangka waktunya whose term or value exceeds that stipulated by the Board
ataupun nilainya melebihi dari yang ditetapkan oleh of Commissioners.
Dewan Komisaris.
3. Menetapkan dan mengubah logo Perseroan. 3. Establish and change the Company’s logo.
4. Menetapkan struktur organisasi 1 (satu) tingkat di 4. Establish organizational structure 1 (one) level below
bawah Direksi. the Board of Directors.
5. Membentuk yayasan, organisasi dan/atau perkumpulan 5. Forming foundations, organizations and / or associations
baik yang berkaitan langsung maupun tidak langsung that are directly or indirectly related to the Company that
dengan Perseroan yang dapat berdampak finansial can have a financial impact on the Company.
bagi Perseroan.
6. Membebankan biaya Perseroan yang bersifat tetap 6. Imposing permanent and routine expenses for the
dan rutin untuk kegiatan yayasan, organisasi dan/atau Company for the activities of foundations, organizations
perkumpulan baik yang berkaitan langsung maupun and / or associations that are directly or indirectly related
tidak langsung dengan Perseroan. to the Company.
7. Mengusulkan wakil Perseroan untuk menjadi calon 7. Proposing representatives of the Company to become
anggota Direksi dan Dewan Komisaris pada anak candidates for members of the Board of Directors and
perusahaan yang memberikan kontribusi signifikan Board of Commissioners of a subsidiary that makes a
kepada Perseroan dan/atau bernilai strategis yang significant contribution to the Company and / or strategic
ditetapkan oleh Dewan Komisaris. value determined by the Board of Commissioners.
8. Melakukan penyertaan modal, melepaskan penyertaan 8. Conducting equity participation, releasing equity
modal termasuk perubahan struktur permodalan dengan participation including changes in capital structure of a
nilai tertentu yang ditetapkan Dewan Komisaris pada certain value determined by the Board of Commissioners
perseroan lain, anak perusahaan, dan/atau perusahaan of other companies, subsidiaries, and / or joint ventures
patungan yang tidak dalam rangka penyelamatan that are not in the framework of saving receivables by
piutang dengan memperhatikan ketentuan di bidang taking into account capital market regulations.
pasar modal.

9. Mendirikan anak perusahaan dan/atau perusahaan 9. Establish a subsidiary and / or joint venture of a certain
patungan dengan nilai tertentu yang ditetapkan Dewan value determined by the Board of Commissioners by
Komisaris dengan memperhatikan Peraturan perundang- observing the legislation in the Capital Market.
undangan di bidang Pasar Modal.
10. Melakukan penggabungan, peleburan, pengambilalihan, 10. Merge, merge, take over, separate and dissolve subsidiaries
pemisahan dan pembubaran anak perusahaan dan and joint ventures with a certain value determined by
perusahaan patungan dengan nilai tertentu yang the Board of Commissioners by taking into account the
ditetapkan Dewan Komisaris dengan memperhatikan legislation in the Capital Market.
Peraturan perundang-undangan di bidang Pasar Modal.
11. Mengikat Perseroan sebagai penjamin (borg atau 11. Binding the Company as a guarantor (borg or avalist) with
avalist) dengan nilai tertentu yang ditetapkan certain values determined by the Board of Commissioners
Dewan Komisaris dengan memperhatikan Peraturan by taking into account the legislation in the capital market.
perundang-undangan di bidang pasar modal.
12. Menerima pinjaman jangka menengah/panjang dan 12. Receiving medium / long-term loans and providing
memberikan pinjaman jangka menengah/panjang medium / long-term loans of a certain value determined
dengan nilai tertentu yang ditetapkan Dewan Komisaris by the Board of Commissioners by taking into account
dengan memperhatikan Peraturan perundang- the legislation in the capital market.
undangan di bidang pasar modal.
13. Memberikan pinjaman jangka pendek/menengah/ 13. Provide short / medium / long-term loans that are not
panjang yang tidak bersifat operasional, kecuali operational in nature, unless loans to subsidiaries are
pinjaman kepada anak perusahaan cukup dilaporkan sufficiently reported to the Board of Commissioners.
kepada Dewan Komisaris.
14. Menghapuskan dari pembukuan terhadap piutang 14. Eliminating from bad book receivables and inventory of
macet dan persediaan barang mati dalam nilai yang dead goods in a value that exceeds the limits set by the
melebihi batas yang ditetapkan oleh Dewan Komisaris. Board of Commissioners.
15. Tidak lagi menagih piutang macet yang telah 15. No longer collecting bad debt which has been written
dihapusbukukan, dalam nilai yang melebihi batas yang off, in a value that exceeds the limit determined from
dari waktu ke waktu ditetapkan oleh Dewan Komisaris. time to time by the Board of Commissioners.
MASA JABATAN DEWAN KOMISARIS THE BOARD OF COMMISSIONERS ‘TERM OF OFFICE

Pengangkatan anggota Dewan Komisaris adalah melalui The appointment of members of the Board of Commissioners
RUPS. Anggota Dewan Komisaris diangkat untuk jangka is through the GMS. Members of the Board of Commissioners
waktu terhitung sejak tanggal ditetapkan oleh RUPS yang are appointed for a period from the date of stipulation by
mengangkatnya dan berakhir pada penutupan RUPS Tahunan the GMS that appoints them and ends at the close of the
yang ke-5 (lima) setelah tanggal pengangkatannya , dengan 5th (five) Annual GMS after the date of their appointment,
syarat tidak boleh melebihi jangka waktu 5 (lima) tahun, dan with conditions not to exceed a period of 5 (five) years, and
dapat diangkat kembali untuk satu kali masa jabatan. Masa can be reappointed for one term. The term of office of the
jabatan anggota Dewan Komisaris tersebut tidak mengurangi members of the Board of Commissioners does not diminish
hak dari RUPS untuk memberhentikan para anggota Dewan the right of the GMS to dismiss the members of the Board
Komisaris sebelum masa jabatannya berakhir. of Commissioners before their term of office ends.
KRITERIA ANGGOTA DEWAN KOMISARIS CRITERIA OF THE BOARD OF COMMISSIONERS

Kriteria anggota Dewan Komisaris Perseroan berdasarkan The criteria for members of the Company’s Board of
ketentuan Anggaran Dasar Perseroan Pasal 14 ayat (4) Commissioners based on the Articles of Association of
adalah sebagai berikut: the Company Article 14 paragraph (4) are as follows:
1. Memiliki akhlak dan moral serta integritas yang baik. 1. Having good character and morals and integrity.
2. Cakap melakukan perbuatan hukum. 2. Competent in carrying out legal actions.
3. Dalam 5 (lima) tahun sebelum pengangkatan dan 3. Within 5 (five) years before appointment and during
selama menjabat: his tenure:
a. Tidak pernah dinyatakan pailit; a. Never declared bankrupt;
b. Tidak pernah menjadi anggota Direksi dan/ b. b. Never been a member of the Board of Directors
atau Dewan Komisaris dari Perseroan dimana and / or Board of Commissioners of the Company
pengadilan menetapkan bahwa Direksi atau where the court determines that the Board of
Dewan Komisaris bertanggung jawab atas pailitnya Directors or the Board of Commissioners is
Perseroan; responsible for the Company’s bankruptcy;

c.
Tidak pernah dihukum karena melakukan tindakan c. c. Never been convicted of a criminal offense
pidana yang menyebabkan kerugian negara dan/ that caused state losses and / or related to the
atau yang berkaitan dengan sektor keuangan; dan financial sector; and
d. Tidak pernah menjadi anggota Direksi dan/atau d. d. Never been a member of the Board of Directors
anggota Dewan Komisaris yang selama menjabat: and / or members of the Board of Commissioners
i. Pernah tidak menyelenggarakan RUPS who during his tenure:
tahunan; i. Never held an annual GMS;
ii. Pertanggungjawabannya sebagai anggota ii. ii. His responsibilities as a member of the
Direksi dan/atau anggota Dewan Komisaris Board of Directors and / or member of the
pernah tidak diterima oleh RUPS atau pernah Board of Commissioners have never been
tidak memberikan pertanggungjawaban accepted by the GMS or have not given
sebagai anggota Direksi dan/atau anggota accountability as a member of the Board of
Dewan Komisaris kepada RUPS; dan Directors and / or member of the Board of
iii. Pernah menyebabkan perusahaan yang Commissioners to the GMS; and
memperoleh izin, persetujuan, atau iii. iii. Has caused companies that obtained
pendaftaran dari Otoritas Jasa Keuangan licenses, approvals, or registrations from the
tidak memenuhi kewajiban menyampaikan Financial Services Authority not to fulfill the
laporan tahunan dan/atau laporan keuangan obligation to submit annual reports and / or
kepada Otoritas Jasa Keuangan. financial reports to the Financial Services
4. Memiliki komitmen untuk mematuhi peraturan Authority.
perundang-undangan. 4. Having a commitment to obey the laws and regulations.
5. Memiliki pengetahuan dan/atau keahlian di bidang 5. Has knowledge and / or expertise in the fields required
yang dibutuhkan Perseroan. by the Company.
Dalam rangka memenuhi ketentuan Peraturan Menteri BUMN In order to meet the provisions of the Minister of SOE
No. PER-02/MBU/02/2015 berikut dengan perubahannya Regulation No. PER-02 / MBU / 02/2015 along with the
serta PP No. 45 tahun 2005 serta Peraturan OJK No. 33/ changes and PP No. 45 of 2005 and OJK Regulation No.
POJK.04.2014 tentang Direksi Dan Dewan Komisaris 33 / POJK.04.2014 concerning Directors and Board of
Emiten atau Perusahaan Publik, kandidat anggota Dewan Commissioners of Issuers or Public Companies, candidates
Komisaris Perseroan harus memenuhi sejumlah kriteria for members of the Board of Commissioners of the Company
pengangkatan formal, materiil, dan lainnya sebagaimana must meet a number of formal, material, and other
dijabarkan sebagai berikut: appointment criteria as outlined as follows:
Persyaratan Formal Formal Requirements

1. Orang perseorangan; 1. Individual person;
2. Cakap melakukan perbuatan hukum; 2. Competent in carrying out legal actions;
3. Tidak pernah dinyatakan pailit dalam waktu 5 (lima) 3. Never been declared bankrupt within 5 (five) years
tahun sebelum pencalonan; prior to nomination;
4. Tidak pernah menjadi anggota Direksi atau anggota 4. Never been a member of the Board of Directors or a
Dewan Komisaris atau Dewan Pengawas yang Board of Commissioners or Board of Trustees who
dinyatakan bersalah menyebabkan suatu Perseroan/ were found guilty of causing a Company / Public
Perum dinyatakan pailit dalam waktu 5 (lima) tahun Corporation to be declared bankrupt within 5 (five)
sebelum pencalonan; years prior to nomination;
5. Tidak pernah dihukum karena melakukan tindak pidana 5. Has never been convicted of a criminal offense that is
yang merugikan keuangan negara dan/atau yang detrimental to the country’s finances and / or related
berkaitan dengan sektor keuangan dalam waktu 5 to the financial sector within 5 (five) years prior to
(lima) tahun sebelum pencalonan. nomination.
Persyaratan Materiil Material Requirements

1. Integritas; 1. Integrity;
2. Dedikasi; 2. Dedication;
3. Memahami masalah-masalah manajemen perusahaan 3. Understanding company management issues related
yang berkaitan dengan salah satu fungsi Manajemen; to one of the Management functions;
4. Memiliki pengetahuan yang memadai di bidang usaha 4. Having sufficient knowledge in the business field of the
Persero/Perum di mana yang bersangkutan dicalonkan; Persero / Perum where the concerned is nominated;

5. Dapat menyediakan waktu yang cukup untuk 5. Can provide enough time to carry out their duties.
melaksanakan tugasnya.
Persyaratan Lainnya Other Requirements

1. Bukan pengurus Partai Politik dan/atau calon anggota 1. Not a member of the management of political parties
legislatif dan/atau anggota legislatif. Calon anggota and / or candidates for legislative members and / or
legislatif atau anggota legislatif terdiri dari calon/ legislative members. Candidates for legislative members
anggota DPR, DPD, DPRD Tingkat I, dan DPRD Tingkat or legislative members consist of candidates / members
II; of the DPR, DPD, Level I DPRD, and Level II DPRD;
2. Bukan calon Kepala/Wakil Kepala Daerah dan/atau 2. Not a candidate for Head / Deputy Regional Head and
Kepala/Wakil Kepala Daerah; / or Head / Deputy Regional Head;
3. Tidak menjabat sebagai anggota Dewan Komisaris/ 3. Not serving as a member of the Board of Commissioners
Dewan Pengawas pada BUMN yang bersangkutan / Supervisory Board of the relevant SOE for 2 (two)
selama 2 (dua) periode berturut-turut; consecutive periods;
4. Sehat jasmani dan rohani (tidak sedang menderita suatu 4. Physically and mentally healthy (not suffering from
penyakit yang dapat menghambat pelaksanaan tugas an illness that can hamper the implementation of
sebagai anggota Dewan Komisaris/Dewan Pengawas), duties as a member of the Board of Commissioners /
yang dibuktikan dengan surat keterangan sehat dari Supervisory Board), as evidenced by a health certificate
dokter; from a doctor;
5. Bagi bakal calon dari Kementerian Teknis atau instansi 5. For prospective candidates from the Technical Ministry
pemerintah lain, harus berdasarkan surat usulan dan or other government agencies, must be based on the
instansi yang bersangkutan. proposal letter and the relevant agency.
PROSES NOMINASI DAN PEMILIHAN DEWAN NOMINATION PROCESS AND ELECTION OF

KOMISARIS BOARD OF COMMISSIONERS
Calon anggota Dewan Komisaris diangkat jika mereka telah Prospective members of the Board of Commissioners are appointed
memenuhi persyaratan formal, persyaratan materiil, dan if they meet the formal requirements, material requirements, and
persyaratan lain dengan prosedur berikut ini: other requirements with the following procedure:
1. Anggota Dewan Komisaris diangkat oleh RUPS; 1. Members of the Board of Commissioners are appointed
by the GMS;
2. Bagi BUMN tertentu yang berdasarkan peraturan 2. For certain SOEs which based on the statutory regulations
perundang-undangan pengangkatan anggota Dewan for the appointment of members of the Board of
Komisaris memerlukan penilaian oleh regulator; Commissioners require assessment by the regulator;
3. Anggota Dewan Komisaris wajib mengikuti uji kelayakan 3. Members of the Board of Commissioners must follow
dan kepatutan yang dilakukan oleh lembaga profesional the fit and proper test conducted by a professional
yang ditunjuk oleh Menteri untuk melakukan uji institution appointed by the Minister to conduct a fit
kelayakan dan kepatutan terhadap calon Direksi; and proper test on candidates for the Directors;
4. Anggota Dewan Komisaris mulai menjabat secara efektif 4. Members of the Board of Commissioners shall take
terhitung sejak tanggal penyerahan keputusan atau office effectively starting from the date of decision
tanggal yang ditetapkan dalam keputusan Menteri/ submission or the date specified in the Ministerial
RUPS/seluruh pemegang saham secara sirkuler; Decree / RUPS / all shareholders circularly;
5. Pengangkatan kembali anggota Dewan Komisaris 5. The reappointment of members of the Board of
dilakukan berdasarkan penilaian Deputi Teknis dan Commissioners is based on the assessment of the Technical
Sekretaris atas kemampuan yang bersangkutan Deputy and the Secretary of the ability of the person
melaksanakan tugasnya dengan baik selama masa concerned to carry out his duties properly during his
jabatannya. Penyajian hasil penilaian dilakukan dalam tenure. Presentation of the results of the assessment
bentuk narasi kualitatif. carried out in the form of a qualitative narrative.
Anggota Dewan Komisaris yang jabatannya berakhir dapat Members of the Board of Commissioners whose term of
diangkat kembali, dengan memperhatikan ketentuan office expires may be reappointed, with due observance to
yang berlaku termasuk penilaian atas kemampuan yang applicable provisions including an assessment of the ability
bersangkutan melaksanakan tugasnya dengan baik selama of the person concerned to carry out his duties properly
masa jabatannya. during his tenure.

BOARD MANUAL - DEWAN KOMISARIS BOARD MANUAL - BOARD OF COMMISSIONERS

Perseroan telah memiliki Kebijakan Tata Kelola Perusahaan The Company has a Corporate Governance Policy (KTKP)
(KTKP) yang secara umum memuat kebijakan utama dan which generally contains the main policies and master
kebijakan induk yang berlaku di lingkungan Perseroan serta policies that apply in the Company’s environment and is
merupakan dokumen kebijakan Perseroan yang dikaji secara a document of the Company’s policies that are reviewed
periodik guna disesuaikan dengan perkembangan dan periodically to suit the development and internal and external
isu-isu internal maupun eksternal Perseroan. KTKP wajib issues of the Company. KTKP must be a reference in carrying
menjadi acuan dalam melaksanakan kegiatan di Perseroan, out activities in the Company, as well as being a GCG
sekaligus menjadi pedoman GCG bagi Perseroan. guideline for the Company.
Mengacu kepada KTKP, Perseroan telah merevisi dan Referring to the KTKP, the Company has revised and
mengesahkan pedoman kerja (Board Manual) bagi Dewan ratified the work guidelines (Board Manual) for the Board
Komisaris dan Direksi pada tanggal 8 Desember 2014. Board of Commissioners and Directors on December 8, 2014.
Manual merupakan panduan pelaksanaan tugas dan tanggung The Board Manual is a guide to carrying out the duties and
jawab Dewan Komisaris dan Direksi untuk kepentingan bagi responsibilities of the Board of Commissioners and Directors
Perseroan, Board Manual secara garis besar memuat pedoman for the benefit of the Company, the Board Manual outlines
dan ketentuan mencakup tiga bidang, yaitu: the guidelines and provisions cover three areas, namely:
1. Organ Perseroan yaitu Direksi, Dewan Komisaris dan 1. Organs of the Company, namely Directors, Board of
Pemegang Saham; Commissioners and Shareholders;
2. Aksi Perseroan tertentu; 2. Certain company actions;
3. Hubungan antara Perseroan dengan pemegang saham 3. Relationship between the Company and shareholders
dan lembaga pemerintah. and government institutions.
Dalam melaksanakan tugas dan tanggung jawabnya dalam In carrying out its duties and responsibilities in corporate
pengawasan Perseroan secara efisien, efektif, transparan, supervision in an efficient, effective, transparent,
kompeten, independen dan dapat dipertanggungjawabkan, competent, independent and accountable manner, in
sesuai dengan peraturan perundang-undangan yang berlaku, accordance with applicable laws and regulations, the
maka Dewan Komisaris berpegang pada Board Manual Board of Commissioners adheres to the Board Manual
yang antara lain mengatur: which among others regulates:
1. Tugas, Kewajiban dan Wewenang Dewan Komisaris; 1. Duties, Obligations and Authority of the Board of
Commissioners;
2. Larangan; 2. Prohibition;
3. Tanggung Jawab; 3. Responsibilities;
4. Kriteria dan Komposisi Dewan Komisaris; 4. Criteria and Composition of the Board of Commissioners;
5. Pengangkatan dan Masa Jabatan; 5. Appointment and Tenure;
6. Perangkapan Jabatan; 6. Double Position;
7. Program Pengenalan Anggota Dewan Komisaris yang 7. Program for the introduction of new members of the
baru; Board of Commissioners;
8. Pengunduran Diri dan Pemberhentian Direksi; 8. Resignation and Dismissal of the Directors;
9. Etika Bisnis dan Anti Korupsi; 9. Business Ethics and Anti-Corruption;
10. Rapat Dewan Komisaris; 10. Board of Commissioners Meeting;
11. Hubungan Dewan Komisaris dengan RUPS dan 11. Relationship between the Board of Commissioners
Kementerian BUMN; with the GMS and the Ministry of SOEs;
12. Hubungan Dewan Komisaris dan Dewan Komisaris; 12. Relationship between the Board of Commissioners
and the Board of Commissioners;
13. Hubungan Dewan Komisaris dengan Komite di Bawah 13. Relationship of the Board of Commissioners with
Dewan Komisaris. Committees Under the Board of Commissioners.

KOMPOSISI DAN DASAR PENGANGKATAN COMPOSITION AND BASIS FOR BOARD OF

DEWAN KOMISARIS COMMISSIONERS
Sebagaimana diatur dalam Board Manual, komposisi As stipulated in the Board Manual, the composition of
Dewan Komisaris Perseroan yaitu Dewan Komisaris wajib the Company’s Board of Commissioners, namely the
terdiri dari setidaknya 2 (dua) Komisaris dan paling banyak Board of Commissioners, must consist of at least 2 (two)
berjumlah sama dengan jumlah anggota Direksi, dengan Commissioners and at most the same number of members of
komposisi satu diantaranya bertindak sebagai Komisaris the Board of Directors, with one composition acting as the
Utama. Apabila pada suatu waktu oleh alasan apapun, President Commissioner. If at any time for any reason, there is
terdapat satu atau lebih jabatan anggota Dewan Komisaris one or more vacant positions in the Board of Commissioners
yang lowong yang menyebabkan anggota Dewan Komisaris which causes the members of the Board of Commissioners
kurang dari 2 (dua) Komisaris atau tidak terdapat Komisaris to have less than 2 (two) Commissioners or no President
Utama atau jika jabatan anggota Komisaris lowong sama Commissioner or if the position of the Commissioners is
sekali, RUPS wajib diadakan untuk mengangkat anggota vacant at all, a GMS must be held to appoint members
Komisaris tidak lebih dari 90 (sembilan puluh) hari setelah Commissioner no more than 90 (ninety) days after the tunnel.
terjadinya kelowongan.
Selama tahun 2019, Komposisi anggota Dewan Komisaris During 2019, the composition of the members of the
Perseroan mengalami beberapa kali perubahan sebagaimana Company’s Board of Commissioners underwent several
penjelasan berikut. changes as explained below.
KOMPOSISI DAN DASAR PENGANGKATAN DEWAN COMPOSITION AND BASIS FOR BOARD OF
KOMISARIS PERIODE 1 JANUARI – 24 APRIL 2019 COMMISSIONERS APPOINTMENT PERIOD 1
JANUARY - APRIL 24, 2019
Komposisi Dewan Komisaris periode 1 Januari – 24 April The composition of the Board of Commissioners for
2019 sebanyak 7 (tujuh) orang yang terdiri dari 1 (satu) the period of 1 January - 24 April 2019 is 7 (seven)
orang Komisaris Utama dan Komisaris Independen, 2 people consisting of 1 (one) President Commissioner
(dua) orang Komisaris Independen dan 4 (empat) orang and Independent Commissioner, 2 (two) Independent
Komisaris. Seluruh anggota Dewan Komisaris berdomisili Commissioners and 4 (four) Commissioners. All members
di wilayah kerja Kantor Pusat Garuda Indonesia. Komposisi of the Board of Commissioners are domiciled in the working
dan dasar pengangkatan Dewan Komisaris dapat dilihat area of the Garuda Indonesia Head Office. The composition
pada tabel di bawah ini. and basis for appointment of the Board of Commissioners
can be seen in the table below.
Nama Jabatan Pelaksana Dasar Pengangkatan Tanggal Efektif

Name Position Organizer Appointment Effective Date
Komisaris Utama dan

Komisaris Independen Kementerian BUMN RUPS Luar Biasa tanggal 12 September 2018 12 September 2018
Agus Santoso
President Commissioner and Ministry of SOEs EGMS September 12, 2018 September 12, 2018
Independent Commissioners
Herbert Timbo P Komisaris Independen Kementerian BUMN RUPS Tahunan tanggal 19 April 2018 19 April 2018
Siahaan Independent Commissioners Ministry of SOEs Annual GMS April 19, 2019 April 19, 2018
Insmerda Lebang
Independent Commissioners Ministry of SOEs EGMS September 12, 2018 September 12, 2018
Komisaris Kementerian BUMN RUPS Luar Biasa tanggal 12 Desember 2014 12 Desember 2014
Muzaffar Ismail
Commissioners Ministry of SOEs EGMS December 12, 2014 December 12, 2014
Dony Oskaria
Chairal Tanjung
Komisaris Kementerian BUMN RUPS Tahunan tanggal 19 April 2014 19 April 2018
Luky Alfirman
Commissioners Ministry of SOEs Annual GMS April 19, 2014 April 19, 2018

KOMPOSISI DAN DASAR PENGANGKATAN DIREKSI COMPOSITION AND BASIS OF THE BOARD OF
PERIODE 24 APRIL – 31 DESEMBER 2019 DIRECTORS PERIOD 24 APRIL - 31 DECEMBER 2019
Melalui RUPS Tahunan tanggal 24 April 2019, RUPS Through the Annual General Meeting of Shareholders
memberhentikan dengan hormat Bapak Agus Santoso on April 24, 2019, the General Meeting of Shareholders
sebagai Komisaris Utama dan Komisaris Independen, Bapak dismissed Mr. Agus Santoso as President Commissioner
Chairal Tanjung, Bapak Dony Oskaria, Bapak Muzaffar and Independent Commissioner, Mr. Chairal Tanjung, Mr.
Ismail dan Bapak Luky Alfirman sebagai Anggota Dewan Dony Oskaria, Mr. Muzaffar Ismail and Mr. Luky Alfirman
Komisaris Perseroan. Selain itu RUPS mengangkat Bapak as Members of the Company’s Board of Commissioners.
Sahala Lumban Gaol sebagai Komisaris Utama, Bapak In addition the RUPS appointed Mr. Sahala Lumban Gaol
Eddy Porwanto Poo sebagai Komisaris Independen dan as President Commissioner, Mr. Eddy Porwanto Poo as
pengangkatan kembali Bapak Chairal Tanjung sebagai Independent Commissioner and reappointment Mr. Chairal
anggota Komisaris. Tanjung as member of Commissioner.
Sehingga Komposisi Dewan Komisaris periode 24 April – 31 Therefore, the Composition of the Board of Commissioners for
Desember 2019 sebanyak 5 (lima) orang yang terdiri dari the period 24 April - 31 December 2019 was 5 (five) people
1 (satu) orang Komisaris Utama, 3 (tiga) orang Komisaris consisting of 1 (one) President Commissioner, 3 (three)
Independen dan 1 (satu) orang anggota Komisaris. Seluruh Independent Commissioners and 1 (one) Commissioner.
anggota Dewan Komisaris berdomisili di wilayah kerja Kantor All members of the Board of Commissioners are domiciled
Pusat Garuda Indonesia. Komposisi dan dasar pengangkatan in the working area of the Garuda Indonesia Head Office.
Dewan Komisaris dapat dilihat pada tabel di bawah ini. The composition and basis for appointment of the Board
of Commissioners can be seen in the table below.

Name Position Organizer Appointment Effective Date
Komisaris Utama dan

Komisaris Independen Kementerian BUMN RUPS Tahunan tanggal 24 April 2019 24 April 2019
Sahala Lumban Gaol
President Commissioner and Ministry of SOEs Annual GMS April 24, 2019 April 24, 2019
Independent Commissioners
Herbert Timbo P Komisaris Independen Kementerian BUMN RUPS Tahunan tanggal 19 April 2018 19 April 2018
Siahaan Independent Commissioners Ministry of SOEs Annual GMS April 19, 2018 April 19, 2018
Insmerda Lebang
Independent Commissioners Ministry of SOEs Extraordinary GMS September 12, 2018 September 12, 2018
Komisaris Independen Kementerian BUMN RUPS Tahunan tanggal 24 April 2019 24 April 2019
Eddy Porwanto Poo
Independent Commissioners Ministry of SOEs Annual GMS April 24, 2019 April 24, 2019
• RUPS Luar Biasa tanggal 12 Desember 2014
Komisaris Kementerian BUMN • RUPS Tahunan tanggal 24 April 2019 12 Desember 2014
Chairal Tanjung
Commissioners Ministry of SOEs • Extraordinary GMS December 12, 2019 December 12, 2014
• Annual GMS April 24, 2019
PROGRAM ORIENTASI BAGI KOMISARIS BARU ORIENTATION PROGRAM FOR NEW

COMMISSIONERS
Anggota Dewan Komisaris yang diangkat untuk pertama Members of the Board of Commissioners who are appointed
kalinya wajib diberikan program pengenalan mengenai for the first time must be given an introduction to the Company
Perseroan agar dapat memahami tugas dan tanggung jawab in order to understand their duties and responsibilities as
sebagai anggota Dewan Komisaris, proses bisnis Perseroan, a member of the Board of Commissioners, the Company’s
serta dapat bekerja selaras dengan organ Perseroan lainnya. business processes, and can work in harmony with other
Penyelenggaraan program pengenalan merupakan tanggung Company organs. The introduction of the introduction program
jawab Sekretaris Perusahaan. is the responsibility of the Corporate Secretary.

Program pengenalan bagi anggota Dewan Komisaris yang The introduction program for newly appointed members of
baru diangkat sekurang-kurangnya mencakup: the Board of Commissioners includes at least:
1. Pelaksanaan prinsip-prinsip GCG oleh Perseroan; 1. Implementation of GCG principles by the Company;
2. Gambaran mengenai Perseroan berkaitan dengan 2. The description of the Company relating to the
tujuan, sifat dan lingkup kegiatan, kinerja keuangan objectives, nature and scope of activities, financial
dan operasi, strategi, rencana usaha jangka pendek and operating performance, strategies, short-term
dan jangka panjang, posisi kompetitif, risiko dan and long-term business plans, competitive positions,
berbagai masalah strategis lainnya; risks and various other strategic issues;
3. Keterangan berkaitan dengan kewenangan yang 3. Information relating to delegated authority, internal and
didelegasikan, audit internal dan eksternal, sistem external audit, internal control systems and policies,
dan kebijakan pengendalian internal, termasuk Komite including the Audit Committee;
Audit; 4. Information regarding the duties and responsibilities
4. Keterangan mengenai tugas dan tanggung jawab of the Directors and Board of Commissioners.
Direksi dan Dewan Komisaris.
Program pengenalan dapat berupa presentasi, pertemuan, The introduction program can be in the form of presentations,
kunjungan ke Perseroan dan pengkajian dokumen atau meetings, company visits and document review or other
program lainnya sesuai kebutuhan Perseroan. Program programs according to the needs of the Company. The
pengenalan dilaksanakan selambat-lambatnya 3 (tiga) introduction program is carried out no later than 3 (three)
bulan setelah pengangkatan Komisaris yang bersangkutan. months after the appointment of the Commissioner concerned.
Perseroan memiliki program pengenalan bagi Direksi dan The Company has an introduction program for new
Komisaris baru melalui pemberian dokumen elektronik Directors and Commissioners through the provision of
dan/atau dokumen cetak mengenai data Perseroan yang electronic documents and / or printed documents regarding
perlu diketahui oleh Direksi dan Komisaris sebagai referensi Company data that need to be known by the Directors and
dan tinjauan aktivitas bisnis Perseroan sehingga dapat Commissioners as a reference and review of the Company’s
mendukungnya dalam menjalankan fungsi pengawasan business activities so that they can support it in carrying out
Dewan Komisaris. Komisaris atau Direktur baru juga the supervisory function of the Board of Commissioners. The
memperoleh kesempatan untuk mengajukan pertanyaan dan new Commissioner or Director also has the opportunity to
melakukan diskusi serta memberi jawaban atas pertanyaan ask questions and conduct discussions and provide answers
atau memberi penjelasan apabila diminta. Selain itu, program to questions or provide explanations when asked. In addition,
orientasi bagi Direksi dan Dewan Komisaris baru juga the orientation program for the new Directors and Board of
dilaksanakan dengan memasukkan agenda mengenai Commissioners was also carried out by including the agenda
program induksi dalam Rapat Direksi dan Dewan Komisaris. of the induction program in the Directors and Board of
Adapun program pengenalan Dewan Komisaris baru yang Commissioners Meeting. The new Board of Commissioners
ditetapkan dalam RUPST tahun 2019 pada tanggal 24 April introduction program set at the 2019 AGM on April 24,
2019 diselenggarakan pada 9 Mei 2019. 2019 was held on May 9, 2019.
PEMBIDANGAN TUGAS PENGAWASAN DEWAN FIELD OF THE BOARD OF COMMISSIONERS

KOMISARIS SUPERVISION DUTIES
Adapun pembidangan tugas pengawasan Dewan Komisaris The task of supervising the Board of Commissioners is as
sebagai berikut. follows.
Tabel Pembidangan Tugas Dewan Komisaris

Table of Board of Commissioners’ Division of Duties
Nama Jabatan Bidang Tugas
Name Position Duties
Komisaris Utama dan

Komisaris Independen Ketua Komite Nominasi dan Remunerasi
Agus Santoso*
President Commissioner and Chairman of Nomination and Remuneration Committee
Komisaris Independen Ketua Komite Pengembangan Usaha dan Pemantauan Risiko
Sahala Lumban Gaol**
Independent Commissioners Head of Business Development and Risk Monitoring Committee
Komisaris Independen Wakil Ketua II Komite Pengembangan Usaha dan Pemantauan Risiko
Independent Commissioner Deputy II Head of Business Development and Risk Monitoring Committee

Tabel Pembidangan Tugas Dewan Komisaris

Table of Board of Commissioners’ Division of Duties
Nama Jabatan Bidang Tugas
Name Position Duties
Komisaris Independen Wakil Ketua Komite Audit

Insmerda Lebang
Independent Commissioner Deputy Head of Audit Committee
Komisaris Independen Ketua Komite Audit
Eddy Porwanto Poo**
Independent Commissioner Head of Audit Committee
Komisaris Wakil Ketua I Komite Pengembangan Usaha dan Pemantauan Risiko
Muzaffar Ismail*
Commissioner Deputy I Head of Business Development and Risk Monitoring Committee
Komisaris Ketua Komite Pengembangan Usaha dan Pemantauan Risiko
Dony Oskaria*
Commissioner Chairman of Business Development and Risk Monitoring Committee
Chairal Tanjung
Luky Alfirman*
*Berhenti menjabat sejak tanggal 24 April 2019 | Stop in office since april 24 2019
**Mulai menjabat sejak tanggal 24 April 2019 | Start in office since april 24 2019
HUBUNGAN AFILIASI DEWAN KOMISARIS AFFILIATES OF THE BOARD OF COMMISSIONERS

Kriteria hubungan afiliasi Dewan Komisaris meliputi: The criteria for affiliation of the Board of Commissioners include:
1. Hubungan afiliasi antara anggota Dewan Komisaris 1. Affiliation between members of the Board of
dengan anggota Komisaris lainnya. Commissioners and other Commissioners.
2. Hubungan afiliasi antara anggota Dewan Komisaris 2. Affiliation between members of the Board of
dengan Direksi. Commissioners and the Board of Directors.
3. Hubungan afiliasi antara anggota Dewan Komisaris 3. Affiliation between members of the Board of Commissioners
dengan Pemegang Saham Utama dan/atau Pengendali. and Major and / or Controlling Shareholders.
Tabel Hubungan Afiliasi Dewan Komisaris
Table of Affiliation Relations of the Board of Commissioners
Hubungan Keuangan, Keluarga dan Kepengurusan Komisaris
Financial, Family Relations and Management of Commissioners
Hubungan Keuangan Dengan Hubungan Keluarga Dengan Hubungan

Financial Relationship Family Relationship Kepengurusan
Perusahaan
Pemegang Pemegang lainnya
Dewan Dewan
Nama Jabatan Saham Saham
Komisaris Direksi Komisaris Direksi Other Company
Name Position Pengendali Pengendali
Board of Directors Board of Directors Management
Share holders Share holders
Commissioners Commissioners
controller controller Relationship
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak

yes No yes No yes No yes No yes No yes No yes No
Komisaris Utama dan Komisaris

Independen
Agus Santoso* √ √ √ √ √ √ √
President Commissioner and
Sahala Lumban Komisaris Utama

√ √ √ √ √ √ √
Gaol** President Commissioner
Herbert Timbo P Komisaris Independen

√ √ √ √ √ √ √
Siahaan Independent Commissioner
Insmerda Komisaris Independen

√ √ √ √ √ √ √
Lebang Independent Commissioner
Eddy Porwanto Komisaris Independen

√ √ √ √ √ √ √
Poo** Independent Commissioner
Muzaffar Komisaris
√ √ √ √ √ √ √
Ismail* Commissioner
Komisaris
Dony Oskaria* √ √ √ √ √ √ √
Commissioner
Komisaris
Chairal Tanjung √ √ √ √ √ √ √
Commissioner
Komisaris
Luky Alfirman* √ √ √ √ √ √ √
Commissioner

KEBIJAKAN RANGKAP JABATAN DEWAN COMMITTEE FOR THE BOARD OF

KOMISARIS COMMISSIONERS
Untuk menghindari kemungkinan terjadinya benturan To avoid the possibility of a conflict of interest, members
kepentingan, anggota Dewan Komisaris dilarang memangku of the Board of Commissioners are prohibited from holding
jabatan rangkap sebagai: dual positions as:
1. Anggota Direksi pada Badan Usaha Milik Negara, Badan 1. Members of the Board of Directors of State-Owned
Usaha Milik Daerah, Badan Usaha Swasta; Enterprises, Regional-Owned Enterprises, Private
Business Entities;
2. Pengurus partai politik dan/atau anggota legislatif 2. Management of political parties and / or legislative
dan/atau calon kepala daerah/wakil kepala daerah; members and / or candidates for regional head /
deputy regional head;
3. Jabatan lainnya sesuai ketentuan peraturan perundang- 3. Other positions in accordance with the provisions of
undangan; the legislation;
4. Jabatan lain yang menimbulkan benturan kepentingan. 4. Other positions that lead to a conflict of interest.
Semua anggota Dewan Komisaris tidak memiliki rangkap All members of the Board of Commissioners do not have
jabatan yang menyalahi ketentuan Peraturan Menteri concurrent positions that violate the provisions of SOE
BUMN No. PER-02/MBU/02/2015 tentang Persyaratan Ministerial Regulation No. PER-02 / MBU / 02/2015
dan Tata Cara Pengangkatan dan Pemberhentian Anggota concerning Requirements and Procedures for Appointment
Dewan Komisaris dan Dewan Pengawas Badan Usaha and Dismissal of Members of the Board of Commissioners
Milik Negara. Seluruh anggota Dewan Komisaris juga and the Supervisory Board of State-Owned Enterprises. All
tidak memiliki jabatan rangkap pada entitas anak Garuda members of the Board of Commissioners also do not have
Indonesia. Rangkap jabatan Dewan Komisaris dapat dilihat dual positions in the subsidiary of Garuda Indonesia. The
pada tabel di bawah ini. concurrent positions of the Board of Commissioners can
be seen in the table below.
Tabel Rangkap Jabatan Dewan Komisaris

Dual Table of Board of Commissioners Position
Jabatan pada Nama Perusahaan/
Nama Jabatan Perusahaan/Instansi Lain Instansi Lain
Name Position Position in other Name of other Companies/
Companies/Instituion Instituion

Agus Santoso* - -
President Commissioner and Independent Commissioner
Komisaris Utama Komisaris Utama
Sahala Lumban Gaol** PT KCIC
President Commissioner President Commissioner
Komisaris Independen Direktur
Herbert Timbo P Siahaan JAK TV
Independent Commissioner Director
Insmerda Lebang Bank Mayapada
Eddy Porwanto Poo** Asuransi Tugu
Direktur Kelayakan Udara &
Komisaris Pengoperasian Pesawat Kementerian Perhubungan
Muzaffar Ismail*
Commissioner Director of Airworthiness & Ministry of Transportation
Aircraft Operation
Komisaris
Dony Oskaria* CEO Kawasan Terpadu Trans Studio
Commissioner
Komisaris Direktur
Chairal Tanjung CT Corp
Commissioner CEO
Direktur Jenderal
Pengelolaan Pembiayaan
Komisaris dan Risiko Kementerian Keuangan
Luky Alfirman*
Commissioner Director of General Ministry of Finance
Funding Management
and risk

PENGELOLAAN BENTURAN KEPENTINGAN MANAGEMENT OF CONFLICTS OF INTEREST

DEWAN KOMISARIS OF THE BOARD OF COMMISSIONERS
Dalam Board Manual, Dewan Komisaris dilarang untuk: In the Board Manual, the Board of Commissioners is prohibited
from:
1. Melakukan transaksi atas saham Perseroan maupun 1. Conducting transactions on the shares of the Company
saham perusahaan lain yang melakukan transaksi and shares of other companies that make transactions
dengan Perseroan; with the Company;
2. Mempengaruhi pihak lain untuk membeli saham 2. Influencing other parties to buy shares of the Company
Perseroan maupun saham perusahaan lain yang or shares of other companies that conduct transactions
melakukan transaksi dengan Perseroan; with the Company;
3. Memberikan informasi orang dalam kepada pihak lain; 3. Provide insider information to other parties;
4. Melakukan tindakan yang mempunyai benturan 4. Perform actions that have a conflict of interest and
kepentingan dan mengambil keuntungan pribadi take personal advantage from the decision-making
dari pengambilan keputusan dan/atau pelaksanaan and / or implementation of the activities of the SOE
kegiatan BUMN yang bersangkutan, selain penghasilan concerned, other than legitimate income.
yang sah.
KEPEMILIKAN SAHAM DEWAN KOMISARIS OWNERSHIP OF BOARD OF COMMISSIONERS

Perseroan secara berkala melakukan pemantauan, The Company regularly monitors, records and updates
pencatatan, dan pembaharuan atas kepemilikan saham its share ownership in the Board of Commissioners and
Dewan Komisaris dan anggota keluarganya dalam Daftar family members in the Special Register of Shareholders.
Khusus Kepemilikan Saham. Berdasarkan laporan bulanan Based on the monthly report of the Company’s Securities
Biro Administrasi Efek Perseroan yang bertugas untuk Administration Bureau whose task is to carry out the
melaksanakan pencatatan pemilik efek, selama tahun registration of securities owners, during 2019 there was
2019 tidak terdapat adanya perubahan kepemilikan saham no change in the ownership of the Company’s shares owned
Perseroan yang dimiliki Dewan Komisaris. Adapun Daftar by the Board of Commissioners. The Special Register of
Khusus kepemilikan saham anggota Dewan Komisaris share ownership of members of the Company’s Board of
Perseroan per 31 Desember 2019 adalah sebagai berikut: Commissioners as of December 31, 2019 is as follows:
Tabel Kepemilikan Saham Dewan Komisaris

Table of share ownership of the Board of Commissioners
Kepemilikan Saham
Nama Jabatan Share Ownership
Name Position
Perusahaan Lain
Garuda
Other Companies
Komisaris Utama dan Komisaris Independen Nihil Nihil
Agus Santoso*
President Commissioner and Independent Commissioner Nil Nil
Komisaris Utama Nihil Nihil
Sahala Lumban Gaol**
President Commissioner Nil Nil
Komisaris Independen Nihil Nihil
Independent Commissioner Nil Nil
Insmerda Lebang
Eddy Porwanto Poo**
Muzaffar Ismail*
Dony Oskaria*
Chairal Tanjung
Luky Alfirman*

KOMISARIS INDEPENDEN INDEPENDENT COMMISSIONERS

Komposisi Dewan Komisaris Garuda Indonesia per 31 The composition of the Board of Commissioners of Garuda
Desember 2019 berjumlah 5 (lima) orang dengan 3 (tiga) Indonesia as of December 31, 2019 totaled 5 (five) people
orang diantaranya sebagai Komisaris Independen yang with 3 (three) of them as Independent Commissioners
berarti bahwa 60% (enam puluh persen) dari Komisaris which means that 60% (sixty percent) of the existing
yang ada. Peraturan OJK yaitu paling kurang 30% dari Commissioners. OJK Regulation is at least 30% of the total
jumlah anggota Dewan Komisaris. Komposisi anggota members of the Board of Commissioners. The composition
Dewan Komisaris telah memenuhi ketentuan Peraturan of the members of the Board of Commissioners has fulfilled
OJK No. 33/POJK.04.2014 tentang Direksi dan Dewan the provisions of OJK Regulation No. 33 / POJK.04.2014
Komisaris Emiten atau Perusahaan Publik yang mengatur concerning Directors and Board of Commissioners of Issuers
bahwa paling kurang 30% (tiga puluh persen) dari jumlah or Public Companies which regulates that at least 30% (thirty
anggota Dewan Komisaris adalah Komisaris Independen. percent) of the total members of the Board of Commissioners
are Independent Commissioners.
KRITERIA PENENTUAN KOMISARIS INDEPENDEN CRITERIA FOR DETERMINING INDEPENDENT

COMMISSIONERS
Seluruh Komisaris Independen Perseroan telah memenuhi All Independent Commissioners of the Company have fulfilled
kriteria penentuan Komisaris Independen berdasarkan the criteria for determining Independent Commissioners
Peraturan Otoritas Jasa Keuangan No. 33/POJK.04/2014 based on Financial Services Authority Regulation No.
tentang Direksi Dan Dewan Komisaris Emiten Atau 33 / POJK.04 / 2014 concerning Directors and Board of
Perusahaan Publik. Commissioners of Issuers or Public Companies.
Kriteria Komisaris Independen

Insmerda Lebang Herbert Timbo P Siahaan Eddy Porwanto Poo
Criteria of Independent Commissioner
Bukan merupakan orang yang bekerja atau mempunyai wewenang dan √ √ √

tanggung jawab untuk merencanakan, memimpin, mengendalikan, atau
mengawasi kegiatan Emiten atau Perusahaan Publik tersebut dalam
waktu 6 (enam) bulan terakhir, kecuali untuk pengangkatan kembali
sebagai Komisaris Independen Perseroan pada periode berikutnya.
Not a person who works or has the authority and responsibility to plan,
lead, control, or supervise the activities of the Issuer or Public Company
within the last 6 (six) months, except for the reappointment as an
Independent Commissioner of the Company in the following period.
Tidak mempunyai saham baik langsung maupun tidak langsung pada √ √ √
Perseroan.
Do not have shares either directly or indirectly in the Company.
Tidak mempunyai hubungan afiliasi dengan Perseroan, anggota Dewan √ √ √
Komisaris, anggota Direksi, atau pemegang saham utama Perseroan.
Has no affiliation with the Company, members of the Board of
Commissioners, members of the Board of Directors, or major
shareholders of the Company.
Tidak mempunyai hubungan usaha baik langsung maupun tidak √ √ √
langsung yang berkaitan dengan kegiatan utama Perseroan.
Does not have a business relationship, directly or indirectly, related to
the main activities of the Company.
Memenuhi kriteria independensi sebagaimana telah diatur dalam √ √ √
ketentuan yang berlaku.
Meet the independence criteria as regulated in the applicable provisions.
Dewan Komisaris juga tidak memiliki hubungan afiliasi The Board of Commissioners also has no affiliation with the
dengan pemegang saham utama atau pemegang saham main shareholders or controlling shareholders and the Board
pengendali dan Direksi Perseroan sebagaimana diatur dalam of Directors of the Company as stipulated in Article 108 of
Pasal 108 UUPT, Pasal 31 UU BUMN, Pasal 15 AD, Pasal the Company Law, Article 31 of the SOE Law, Article 15 AD,
12 Permen BUMN No. 01/2011. Sepanjang tahun 2019, Article 12 of SOE Regulation No. 01/2011. Throughout 2019,
anggota Dewan Komisaris juga tidak mengalami potensi members of the Board of Commissioners also did not experience
benturan kepentingan dalam pengambilan keputusannya. potential conflicts of interest in their decision making.

PERNYATAAN KOMISARIS INDEPENDEN INDEPENDENT COMMISSIONER STATEMENT

Pernyataan Komisaris Independen yang dinyatakan dalam The statements of the Independent Commissioners stated
Pakta Integritas adalah sebagai berikut. in the Integrity Pact are as follows.

RAPAT DEWAN KOMISARIS MEETING OF BOARD OF COMMISSIONERS

Dewan Komisaris mengadakan rapat setidaknya setiap The Board of Commissioners meets at least monthly and can
bulan dan dapat mengundang Direksi untuk hadir dalam invite the Directors to attend the meeting. Meetings of the
rapat tersebut. Rapat Dewan Komisaris dapat diadakan Board of Commissioners can be held at any time as requested
kapanpun sebagaimana dimintakan secara tertulis oleh in writing by members of the Board of Commissioners,
anggota Dewan Komisaris, Direksi atau Pemegang Saham Directors or Shareholders who represent at least 10% (ten
yang mewakili setidaknya 10% (sepuluh persen) jumlah percent) of the number of shares with voting rights with a
saham dengan hak suara dengan pemberitahuan yang notification accompanied by a meeting agenda.
disertai dengan agenda rapat.
Panggilan rapat Dewan Komisaris disampaikan paling Invitation to a meeting of the Board of Commissioners
lambat 5 (lima) hari sebelum rapat diadakan dengan tidak shall be submitted no later than 5 (five) days before the
memperhitungkan tanggal pemanggilan dan tanggal rapat, meeting is held without taking into account the date of
atau dalam waktu yang lebih singkat jika dalam keadaan the summons and the date of the meeting, or in a shorter
mendesak. Panggilan Rapat harus menyebutkan tanggal, time if it is urgent. Notice of Meeting must state the date,
waktu, tempat dan acara rapat. Semua keputusan dalam time, place and event of the meeting. All decisions in the
rapat Dewan Komisaris adalah sah dan mengikat apabila Board of Commissioners meeting are valid and binding if
dihadiri oleh setidaknya ½ (satu per dua) dari jumlah attended by at least ½ (one half) of the total members of
anggota Dewan Komisaris. the Board of Commissioners.
Semua keputusan rapat Dewan Komisaris diambil dengan All decisions of the Board of Commissioners’ meetings are taken
musyawarah untuk mufakat. Dalam hal mufakat tidak by deliberation to reach a consensus. In the event that consensus
tercapai, maka keputusan rapat Dewan Komisaris diambil is not reached, then the decision of the Board of Commissioners
dengan suara terbanyak biasa (voting). meeting is taken with the most ordinary votes (voting).
Keputusan rapat dicatat dan didokumentasikan dengan Decisions of meetings are properly recorded and documented
baik dalam risalah rapat yang ditandatangani oleh ketua in minutes of meetings signed by the chair of the meeting
rapat dan salah seorang anggota Dewan Komisaris. Risalah and one of the members of the Board of Commissioners.
tersebut didistribusikan kepada seluruh anggota Dewan The minutes were distributed to all members of the Board of
Komisaris, baik yang menghadiri rapat maupun yang tidak. Commissioners, both those who attended the meeting and
Dalam hal terdapat perbedaan pendapat, hal tersebut turut those who did not. In the event of a difference of opinion,
dicantumkan dalam risalah rapat disertai dengan alasan di that matter shall also be included in the minutes of the
balik perbedaan pendapat. meeting accompanied by the reasons behind the dissent.
RAPAT INTERNAL DEWAN KOMISARIS INTERNAL MEETING OF BOARD OF COMMISSIONERS
RENCANA RAPAT INTERNAL DEWAN KOMISARIS THE INTERNAL MEETING PLAN OF THE BOARD OF
COMMISSIONERS
Selama tahun 2019, Dewan Komisaris berencana melakukan During 2019, the Board of Commissioners plans to hold
rapat rutin minimal 12 (dua belas) kali, dengan agenda: regular meetings at least 12 (twelve) times, with the agenda:
1. Membahas evaluasi kebijakan dan kegiatan pengurusan 1. Discuss the evaluation of policies and activities
dan pengelolaan Perseroan. management and management of the company
2. Memonitor kinerja anak-anak perusahaan, pembahasan 2. Monitor the performance of subsidiaries, discuss
usulan aksi korporasi, pembahasan strategi dan proposed corporate actions, discuss strategy and
kebijakan pengelolaan Perseroan. company management policies.
Dalam rapat internal tersebut, Dewan Komisaris dapat In these internal meetings, the Board of Commissioners
memanggil Direksi, VP unit terkait ataupun Direksi pada may summon Directors, related VP units or Directors to
anak-anak perusahaan. its subsidiaries.
REALISASI RAPAT INTERNAL DEWAN KOMISARIS REALIZATION OF THE INTERNAL MEETING OF THE
BOARD OF COMMISSIONERS
Sepanjang tahun 2019, agenda, tanggal dan peserta Rapat Throughout 2019, the agenda, date and participants of the
Dewan Komisaris adalah sebagai berikut. Board of Commissioners’ Meeting are as follows.

Tabel Rapat Dewan Komisaris

Table of Board of Commissioners’ Meeting
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
No.
Date Meeting Meeting Participant Presence Reason for absence
1. 11 Februari 2019 Rapat Internal membahas Program Kerja Agus Santoso Hadir | Present -
February 11, 2019 Dewan Komisaris 2019 dan pembahasan
usulan Direksi Herbert Timbo P Siahaan Tidak Hadir Dinas Luar Kota | Business Trip
Meeting discusses the 2019 Board
Insmerda Lebang Hadir | Present -
of Commissioners Work Program and
discussion of Directors’ proposals Muzaffar Ismail Hadir | Present -
Dony Oskaria Tidak Hadir | Not Present Dinas Luar Kota | Business Trip
Chairal Tanjung Hadir | Present -
Luky Alfirman Tidak Hadir | Not Present Rapat bersama Menteri

Meeting with the Minister
2. 14 Maret 2019 Rapat Internal membahas laporan Agus Santoso Tidak Hadir | Not Present Dinas Luar Kota | Business Trip
March 14, 2019 keuangan Garuda Indonesia tahun 2018
Internal Meeting discusses the financial Herbert Timbo P Siahaan Hadir | Present -
statements of Garuda Indonesia in 2018
Muzaffar Ismail Hadir | Present -
Luky Alfirman Hadir | Present -
3. 21 Maret 2019 Rapat internal membahas laporan final Agus Santoso Hadir | Present -
March 21, 2019 hasil audit KAP atas laporan keuangan
tahun 2018 Herbert Timbo P Siahaan Hadir | Present -
The internal meeting discussed the final
KAP audit results on the 2018 financial
statements Muzaffar Ismail Hadir | Present -
4. 28 Maret 2019 Rapat internal membahas laporan final Agus Santoso Hadir | Present -
March 28, 2019 hasil audit KAP atas laporan keuangan
tahun 2018 (lanjutan) Herbert Timbo P Siahaan Hadir | Present -
Internal meeting discusses the final
KAP audit report on the 2018 financial
statements (continued) Muzaffar Ismail Hadir | Present -
Dony Oskaria Hadir | Present -
Chairal Tanjung Tidak Hadir | Not Present Dinas Luar Kota | Business Trip
5. 22 April 2019 Rapat internal membahas Laporan Agus Santoso Hadir | Present -
April 22, 2019 Pengawasan Dewan Komisaris dalam RUPS
Tahunan Herbert Timbo P Siahaan Hadir | Present -
Internal meetings discuss the Board of
Commissioners’ Supervisory Report at the
Annual GMS Muzaffar Ismail Hadir | Present -
Dony Oskaria Hadir | Present -
6. 29 April 2019 Rapat internal dalam rangka perkenalan Sahala Lumban Gaol Hadir | Present -
April 29, 2019 serta membahas perkembangan Garuda
Indonesia Herbert Timbo P Siahaan Hadir | Present -
Internal meetings to introduce and discuss
the development of Garuda Indonesia
Eddy Porwanto Poo Hadir | Present -
7. 13 Juni 2019 Rapat internal membahas usulan aksi Sahala Lumban Gaol Hadir | Present -
June 13, 2019 korporasi Direksi
Internal meetings discuss the proposed Herbert Timbo P Siahaan Tidak Hadir | Not Present Dinas Luar Kota | Business Trip
corporate action of the Directors
Eddy Porwanto Poo Tidak Hadir | Not Present Dinas Luar Kota | Business Trip

Tabel Rapat Dewan Komisaris

Table of Board of Commissioners’ Meeting
Tanggal Agenda Rapat Peserta Rapat Kehadiran Alasan Ketidakhadiran
No.
Date Meeting Meeting Participant Presence Reason for absence
8. 21 Juni 2019 Rapat internal rencana audit interim per Sahala Lumban Gaol Hadir | Present -
June 21, 2019 30 Juni 2019
Internal meeting of the interim audit plan Herbert Timbo P Siahaan Tidak Hadir | Not Present Dinas Luar Kota | Business Trip
as of 30 June 2019
Eddy Porwanto Poo Tidak Hadir | Not Present Dinas Luar Kota | Business Trip
9. 18 Juli 2019 Rapat internal perkenalan anggota Komite Sahala Lumban Gaol Hadir | Present -
July 18, 2019 dan membahas piagam/program kerja
komite, laporan pelaksanaan tugas komite Herbert Timbo P Siahaan Hadir | Present -
Triwulan II 2019 serta pembahasan aksi
korporasi
Internal meeting introducing Committee Eddy Porwanto Poo Hadir | Present -
members and discussing committee
work charter / program, report on the Chairal Tanjung Hadir | Present -
implementation of the Committee’s
second Quarter 2019 and discussion of
corporate actions
10. 1 Agustus 2019 Rapat internal membahas usulan rencana

Sahala Lumban Gaol Hadir | Present -
August 1, 2019 Right Issue Gapura Angkasa, usulan
perubahan susunan Dewan Komisaris anak
perusahaan serta rencana pendanaan Herbert Timbo P Siahaan Hadir | Present -
2019
The internal meeting discussed the
proposed Gapura Angkasa Right Insmerda Lebang Hadir | Present -
Issue plan, proposed changes to
the composition of the Board of
Commissioners of the subsidiary and the Eddy Porwanto Poo Hadir | Present -
2019 funding plan
11. 7 November 2019 Rapat internal membahas usulan RKAP Sahala Lumban Gaol Hadir | Present -
November 7, 2019 2020 serta program kerja Dewan
Komisaris 2020 Herbert Timbo P Siahaan Hadir | Present -
Internal meetings discussed the
proposed 2020 RKAP and the Board of
Commissioners 2020 work program Eddy Porwanto Poo Tidak Hadir | Not Present Dinas Luar Kota | Business Trip
12. 25 November 2019 Rapat internal membahas threshold aksi Sahala Lumban Gaol Hadir | Present -
November 25, 2019 korporasi
Internal meetings discuss the threshold of Herbert Timbo P Siahaan Hadir | Present -
corporate action
Insmerda Lebang Tidak Hadir | Not Present Dinas Luar Kota | Business Trip
13. 12 Desember 2019 Rapat internal membahas usulan RKAP Sahala Lumban Gaol Hadir | Present -
December 12, 2019 Garuda Indonesia tahun 2020
An internal meeting discussed the Herbert Timbo P Siahaan Tidak Hadir | Not Present Dinas Luar Kota | Business Trip
proposed Garuda Indonesia RKAP 2020
RAPAT GABUNGAN DEWAN KOMISARIS DENGAN JOINT BOARD OF COMMISSIONERS MEETING WITH
DIREKSI THE BOARD OF DIRECTORS
RENCANA RAPAT DEWAN KOMISARIS DENGAN DIREKSI BOARD OF COMMISSIONERS MEETING PLAN WITH THE
BOARD OF DIRECTORS
Rencana rapat Dewan Komisaris dengan Direksi pada The Board of Commissioners and Board of Directors meeting
tahun 2019 telah disampaikan kepada Direksi melalui surat plan in 2019 has been submitted to the Board of Directors
Dewan Komisaris No.GARUDA/DEKOM-113/2018 tanggal through the Board of Commissioners Letter No. GARUDA/
6 Desember 2018. Selama tahun 2019, Dewan Komisaris DEKOM-113/2018 dated December 6, 2018. Throughout
berencana melakukan rapat dengan Direksi minimal 12 2019, the Board of Commissioners planned to hold at least
(dua belas) kali, dengan agenda antara lain: 12 (twelve) meetings with the Board of Directors, with the
agenda among others:

1. Pembahasan laporan kinerja manajemen tahun 1. Discussion of the year management performance report
2019 (bulanan, triwulanan, semester, dan tahunan), 2019 (monthly, quarterly, semester and yearly), business
pengembangan usaha, serta pembahasan kebijakan development, and policy discussion and special issues
dan masalah khusus yang dipandang penting bagi deemed important to Company.
Perseroan.
2. Pembahasan Rencana Kerja dan Anggaran Perseroan 2. Discussion of the Company’s Work Plan and Budget
Tahun 2020. 2020.
Adapun jadwal rapat Dewan Komisaris mengundang Direksi The Board of Commissioners meeting schedule invites the
tahun 2019 adalah sebagai berikut. Directors 2019 is as follows.
Hari dan Tanggal Keterangan

No.
Day and Date Description
Konfirmasi rapat dan kesiapan materi yang diagendakan paling lambat 4 (empat) hari sebelum pelaksanaan
Senin, 21 Januari 2019
1. Confirmation of the meeting and preparedness of the scheduled material is no later than 4 (four) days prior to
Monday, January 21, 2019
implementation
Kamis, 21 Februari 2019
Thursday, February 21, 2019
implementation
Kamis, 21 Maret 2019
Thursday, March 21, 2019
implementation
Kamis, 25 April 2019
Thursday, April 25, 2019
implementation
Kamis, 23 Mei 2019
Thursday, May 23, 2019
implementation
Kamis, 20 Juni 2019
Thursday, June 20, 2019
implementation
Senin, 22 Juli 2019
Monday, July 22, 2019
implementation
Kamis, 22 Agustus 2019
Thursday, August 22, 2019
implementation
Senin, 23 September 2019
Monday, September 23, 2019
implementation
Senin, 21 Oktober 2019
Monday, October 21, 2019
implementation
Kamis, 21 November 2019
Thursday, November 21, 2019
implementation
Kamis, 19 Desember 2019
Thursday, December 19, 2019
implementation
REALISASI RAPAT DEWAN KOMISARIS DENGAN DIREKSI REALIZATION OF THE BOARD OF COMMISSIONERS
MEETING WITH THE BOARD OF DIRECTORS
Sepanjang tahun 2019, agenda, tanggal dan peserta Throughout 2019, the agenda, date and participants of
Rapat Gabungan Dewan Komisaris dengan Direksi adalah the Joint Meeting of the Board of Commissioners and the
sebagai berikut. Board of Directors are as follows.

Tabel Rapat Gabungan Dewan Komisaris dengan Direksi

Table of Joint Meeting of Board of Commissioners and Board of Directors
No. Tanggal Rapat Agenda Peserta Rapat – Kehadiran Alasan Peserta Rapat - Kehadiran Alasan
Date of meeting Dewan Komisaris Presence Ketidakhadiran Direksi Presence Ketidakhadiran
Meeting Reason for absence Meeting Reason for absence
participant-Board Participant-Board
of Commissioner of Directors
1. Kamis, Rapat Direksi dengan Agus Santoso Hadir - I Gusti Ngurah Tidak Hadir Keperluan Lainnya
17 Januari 2019 Dewan Komisaris Present Askhara Not Present Other needs
Thursday Jan 17, membahas usulan RKAP Danadiputra
2019 tahun 2020
The Directors’ Meeting Herbert Timbo P Hadir - Pikri Ilham Tidak Hadir Keperluan Lainnya
with the Board of Siahaan Present Kurniansyah Not Present Other needs
Commissioners discussed
Insmerda Lebang Tidak Hadir Dinas Luar Kota Mohammad Iqbal Hadir -
the proposed RKAP 2020
Not Present Business Trip Present
Muzaffar Ismail Hadir - Nicodemus Tidak Hadir Keperluan Lainnya

Present Panarung Lampe Not Present Other needs
Dony Oskaria Tidak Hadir Dinas Luar Kota Bambang Adisurya Tidak Hadir Keperluan Lainnya
Not Present Business Trip Angkasa Not Present Other needs
Chairal Tanjung Hadir - I Wayan Susena Tidak Hadir Keperluan Lainnya

Present Not Present Other needs
Luky Alfirman Hadir - Fuad Rizal Tidak Hadir Keperluan Lainnya

Heri Akhyar Tidak Hadir Keperluan Lainnya

Not Present Other needs
2. Kamis, Rapat Direksi dengan Agus Santoso Hadir - I Gusti Ngurah Hadir -
24 Januari 2019 Dewan Komisaris untuk Present Askhara Present
Thursday Jan 24, Persetujuan RKAP 2019 Danadiputra
2019 Meeting of the Directors
with the Board of Herbert Timbo P Hadir - Pikri Ilham Hadir -
Commissioners for the Siahaan Present Kurniansyah Present
2019 RKAP Approval
Muzaffar Ismail Hadir - Nicodemus Hadir -

Present Panarung Lampe Present
Dony Oskaria Tidak Hadir Dinas Luar Kota Bambang Adisurya Hadir -
Not Present Business Trip Angkasa Present
Chairal Tanjung Hadir - I Wayan Susena Hadir -

Present Present
Luky Alfirman Hadir - Fuad Rizal Hadir -

Present Present
Heri Akhyar Hadir -

Present
3. Kamis, Rapat Direksi dengan Agus Santoso Hadir - I Gusti Ngurah Hadir -
21 Februari 2019 Dewan Komisaris Present Askhara Present
Thursday Feb 21, membahas laporan Danadiputra
2019 kinerja bulan Januari
2019 dan laporan Herbert Timbo P Hadir - Pikri Ilham Hadir -
perkembangan kerja Siahaan Present Kurniansyah Present
sama dengan mitra/pihak
Insmerda Lebang Hadir - Mohammad Iqbal Hadir -
ketiga
Present Present
The Directors’ Meeting
with the Board of Muzaffar Ismail Hadir - Nicodemus Hadir -
Commissioners discussed Present Panarung Lampe Present
the January 2019
performance report and Dony Oskaria Tidak Hadir Dinas Luar Kota Bambang Adisurya Hadir -
reports on the progress Not Present Business Trip Angkasa Present
of the collaboration with
partners / third parties Chairal Tanjung Hadir - I Wayan Susena Hadir -
Present Present

Present Present
Heri Akhyar Hadir -

Present


4. Rabu, Rapat Umum Pemegang Agus Santoso Hadir - I Gusti Ngurah Hadir -
24 April 2019 Saham Present Askhara Present
Wednesday, April General Meeting of Danadiputra
24, 2019 Shareholders
Herbert Timbo P Hadir - Pikri Ilham Hadir -
Siahaan Present Kurniansyah Present

Present Present
Muzaffar Ismail Hadir - Nicodemus Hadir -

Present Panarung Lampe Present
Dony Oskaria Hadir - Bambang Adisurya Hadir -

Present Angkasa Present
Chairal Tanjung Hadir - I Wayan Susena Hadir -

Present Present

Present Present
Heri Akhyar Hadir -

Present
5. Jumat, Rapat Direksi dan Dewan Sahala Lumban Hadir - I Gusti Ngurah Tidak Hadir Keperluan Lainnya
17 Mei 2019 Komisaris membahas Gaol Present Askhara Not Present Other needs
Friday, May 17, kebijkan tarif dan tindak Danadiputra
2019 lanjut Keputusan Menteri
Perhubungan terkait Tarif Herbert Timbo P Tidak Hadir Sakit Pikri Ilham Hadir -
Batas Atas Siahaan Not Present Sick Kurniansyah Present
The Board of
Directors and Board
of Commissioners’
Meeting discussed tariff Eddy Porwanto Hadir - Bambang Adisurya Hadir -
policies and follow-up Poo Present Angkasa Present
to the Minister of
Transportation’s Decree
related to Upper Limit Fuad Rizal Hadir -
Rates Present
Chairal Tanjung Tidak Hadir Dinas Luar Kota Heri Akhyar Hadir -
Iwan Joeniarto Hadir -

Present
6. Kamis, Rapat Direksi dengan Sahala Lumban Hadir - I Gusti Ngurah Hadir -
23 Mei 2019 Dewan Komisaris Gaol Present Askhara Present
Thursday, May 23, membahas program Danadiputra
2019 induksi untuk Dewan
Komisaris baru, Laporan Herbert Timbo P Hadir - Pikri Ilham Hadir -
kinerja bulan April 2019 Siahaan Present Kurniansyah Present
dan rencana pendanaan
tahun 2019 Insmerda Lebang Hadir - Mohammad Iqbal Hadir -
The Directors’ Meeting Present Present
with the Board of
Commissioners discussed Eddy Porwanto Hadir - Bambang Adisurya Hadir -
the induction program Poo Present Angkasa Present
for the new Board of
Commissioners, the April Fuad Rizal Hadir -
2019 performance report Present
and the 2019 funding
plan
Chairal Tanjung Tidak Hadir Sakit Heri Akhyar Hadir -
Not Present Sick Present

Present


7. Senin, Rapat Direksi dengan Sahala Lumban Hadir - I Gusti Ngurah Tidak Hadir Keperluan Lainnya
17 Juni 2019 Dewan Komisaris Gaol Present Askhara Not Present Other needs
Monday, June 17, membahas Laporan Danadiputra
2019 Tahunan tahun buku
2018 Herbert Timbo P Tidak Hadir Sakit Pikri Ilham Tidak Hadir Keperluan Lainnya
The Board of Directors’ Siahaan Not Present Sick Kurniansyah Not Present Other needs
Meeting with the Board
of Commissioners Insmerda Lebang Hadir - Mohammad Iqbal Tidak Hadir Keperluan Lainnya
discussed the 2018 Present Not Present Other needs
Annual Report
Eddy Porwanto Tidak Hadir Dinas Luar Kota Bambang Adisurya Tidak Hadir Keperluan Lainnya
Poo Not Present Business Trip Angkasa Not Present Other needs
Fuad Rizal Tidak Hadir Keperluan Lainnya

Chairal Tanjung Hadir - Heri Akhyar Tidak Hadir Keperluan Lainnya

Iwan Joeniarto Tidak Hadir Keperluan Lainnya

8. Kamis, Rapat Direksi dengan Sahala Lumban Hadir - I Gusti Ngurah Hadir -
27 Juni 2019 Dewan Komisaris Gaol Present Askhara Present
Thursday, June 27, membahas laporan Danadiputra
2019 kinerja bulan Mei 2019
dan usulan perubahan Herbert Timbo P Hadir - Pikri Ilham Hadir -
struktur organisasi Siahaan Present Kurniansyah Present
perseroan
Present Present
with the Board of
Commissioners Eddy Porwanto Tidak Hadir Dinas Luar Kota Bambang Adisurya Hadir -
discussed the May 2019 Poo Not Present Business Trip Angkasa Present
performance report and
proposed changes to the
company’s organizational Fuad Rizal Hadir -
structure Present
Chairal Tanjung Tidak Hadir Dinas Luar Kota Heri Akhyar Hadir -

Present
9. Senin, Rapat Direksi dengan Sahala Lumban Hadir - I Gusti Ngurah Hadir -
24 Juni 2019 Dewan Komisaris Gaol Present Askhara Present
Monday, June 24, persiapan pelaksanaan Danadiputra
2019 audit tahun buku 2018
A meeting of the Board Herbert Timbo P Tidak Hadir Sakit Pikri Ilham Hadir -
of Directors with the Siahaan Not Present Sick Kurniansyah Present
prepares the audit for Insmerda Lebang Hadir - Mohammad Iqbal Hadir -
fiscal year 2018 Present Present
Eddy Porwanto Tidak Hadir Dinas Luar Kota Bambang Adisurya Hadir -
Poo Not Present Business Trip Angkasa Present
Fuad Rizal Hadir -

Present
Chairal Tanjung Hadir - Heri Akhyar Hadir -

Present Present

Present


10. Jumat, Rapat Direksi dengan Sahala Lumban Hadir - I Gusti Ngurah Tidak Hadir Keperluan Lainnya
28 Juni 2019 Dewan Komisaris tindak Gaol Present Askhara Not Present Other needs
Friday, June 28, lanjut siaran Pers OJK Danadiputra
2019 memberikan sanksi
kepada Garuda Indonesia Herbert Timbo P Tidak Hadir Dinas Luar Kota Pikri Ilham Tidak Hadir Keperluan Lainnya
The Board of Directors’ Siahaan Not Present Business Trip Kurniansyah Not Present Other needs
meeting with the Board
of Commissioners
followed up the OJK
Press release sanctioning Eddy Porwanto Tidak Hadir Dinas Luar Kota Bambang Adisurya Hadir -
Garuda Indonesia Poo Not Present Business Trip Angkasa Present

Chairal Tanjung Hadir - Heri Akhyar Tidak Hadir

Present Not Present

Present
11. Kamis, Rapat Direksi dengan Sahala Lumban Hadir - I Gusti Ngurah Tidak Hadir Keperluan Lainnya
18 Juli 2019 Dewan Komisaris Gaol Present Askhara Not Present Other needs
Thursday, July 18, membahas Route & Fleet Danadiputra
2019 Management
The Directors’ Meeting Herbert Timbo P Tidak Hadir Dinas Luar Kota Pikri Ilham Hadir -
with the Board of Siahaan Not Present Business Trip Kurniansyah Present
Commissioners
Insmerda Lebang Hadir - Mohammad Iqbal Tidak Hadir Keperluan Lainnya
discussed Route & Fleet
Management
Eddy Porwanto Hadir - Bambang Adisurya Hadir -
Poo Present Angkasa Present



Present
25 Juli 2019 Dewan Komisaris Gaol Present Askhara Not Present Other needs
Thursday, July 25, membahas Laporan Danadiputra
2019 Kinerja bulan Juni 2019
dan perkembangan Herbert Timbo P Hadir - Pikri Ilham Hadir -
pelaksanaan penyajian Siahaan Present Kurniansyah Present
kembali laporan
keuangan dan audit
interim Semester I tahun
2019 Eddy Porwanto Hadir - Bambang Adisurya Hadir -
The Board of Directors’ Poo Present Angkasa Present
Meeting with the Board
of Commissioners Fuad Rizal Hadir -
discussed the June 2019 Present
Performance Report
and the progress of Chairal Tanjung Tidak Hadir Dinas Luar Kota Heri Akhyar Tidak Hadir Keperluan Lainnya
the implementation Not Present Business Trip Not Present Other needs
of the restatement of
the interim Semester I Iwan Joeniarto Hadir -
financial statements and Present
2019 Semester I


13. Kamis, 25 Juli Exit Meeting Audit Sahala Lumban Hadir - I Gusti Ngurah Tidak Hadir Keperluan Lainnya
2019 Penyajian kembali Gaol Present Askhara Not Present Other needs
Thursday, July 25, Laporan Keuangan Danadiputra
2019 Audit Exit Meeting:
Restatement of Financial Herbert Timbo P Hadir - Pikri Ilham Hadir -
Statements Siahaan Present Kurniansyah Present

Eddy Porwanto Hadir - Bambang Adisurya Hadir -

Poo Present Angkasa Present
Fuad Rizal Hadir -

Present
Chairal Tanjung Tidak Hadir Dinas Luar Kota Heri Akhyar Tidak Hadir Keperluan Lainnya
Not Present Business Trip Not Present Other needs

Present
8 Agustus 2019 Dewan Komisaris Gaol Present Askhara Not Present Other needs
Thursday, August membahas Rute Danadiputra
8, 2019 internasional dan Fleet
plan serta strategis Herbert Timbo P Tidak Hadir Dinas Luar Kota Pikri Ilham Tidak Hadir Keperluan Lainnya
pemanfaatan ATR72 Siahaan Not Present Business Trip Kurniansyah Not Present Other needs
dan CRJ
with the Board of
Commissioners discussed Eddy Porwanto Hadir - Bambang Adisurya Hadir -
the international routes Poo Present Angkasa Present
and fleet plans and
strategic uses of the Fuad Rizal Tidak Hadir Keperluan Lainnya
ATR72 and CRJ Not Present Other needs


15. Kamis, Rapat Direksi dan Dewan Sahala Lumban Hadir - I Gusti Ngurah Tidak Hadir Keperluan Lainnya
15 Agustus 2019 Komisaris membahas Gaol Present Askhara Not Present Other needs
Thursday, August pengelolaan keuangan Danadiputra
15, 2019 jangka panjang, rencana
penerbitan obligasi dan Herbert Timbo P Hadir - Pikri Ilham Tidak Hadir Keperluan Lainnya
profil perpajakan Garuda Siahaan Present Kurniansyah Not Present Other needs
Indonesia Group
The Board of
Directors and Board of
Commissioners’ Meeting Eddy Porwanto Hadir - Bambang Adisurya Tidak Hadir Keperluan Lainnya
discussed the long-term Poo Present Angkasa Not Present Other needs
financial management,
bond issuance plan and Fuad Rizal Hadir | -
Garuda Indonesia Group’s Present
tax profileIndonesia
Group Chairal Tanjung Hadir - Heri Akhyar Tidak Hadir Keperluan Lainnya

16. Kamis, Rapat Direksi dan Dewan Sahala Lumban Hadir - I Gusti Ngurah Hadir -
22 Agustus 2019 Komisaris membahas Gaol Present Askhara Present
Thursday, August Laporan Kinerja Danadiputra
22, 2019 perusahaan bulan Juli
2019 Herbert Timbo P Hadir - Pikri Ilham Hadir -
The Board of Siahaan Present Kurniansyah Present
Directors and Board of
Commissioners’ Meeting
discussed the company’s
Performance Report for Eddy Porwanto Hadir - Bambang Adisurya Tidak Hadir Keperluan Lainnya
July 2019 Poo Present Angkasa Not Present Other needs
Fuad Rizal Hadir -

Present




17. Jumat, Rapat Direksi dan Dewan Sahala Lumban Hadir - I Gusti Ngurah Hadir -
20 September Komisaris Laporan Gaol Present Askhara Present
2019 Kinerja Perseroan bulan Danadiputra
Friday, September Agustus 2019
20, 2019 Meeting of the Herbert Timbo P Tidak Hadir Dinas Luar Kota Pikri Ilham Hadir -
Directors and Board of Siahaan Not Present Business Trip Kurniansyah Present
Commissioners of the
Company’s Performance
Present Present
Report for August 2019
Eddy Porwanto Tidak Hadir Dinas Luar Kota Bambang Adisurya Hadir -
Fuad Rizal Hadir -

Present

Present Present

Present
18. Kamis, Rapat Direksi dan Dewan Sahala Lumban Hadir - I Gusti Ngurah Hadir -
17 Oktober 2019 Komisaris Laporan Gaol Present Askhara Present
Thursday, October Kinerja Perseroan bulan Danadiputra
17, 2019 September 2019
Meetings of the Herbert Timbo P Hadir - Pikri Ilham Hadir -
Directors and Board Siahaan Present Kurniansyah Present
of Commissioners of
the September 2019
Company Performance
Report Eddy Porwanto Tidak Hadir Dinas Luar Kota Bambang Adisurya Hadir -
Fuad Rizal Hadir -

Present

Present Present

Present
19. Kamis, Rapat pembahasan Sahala Lumban Hadir - I Gusti Ngurah Tidak Hadir Keperluan Lainnya
7 November 2019 kinerja dan rencana Gaol Present Askhara Not Present Other needs
Thursday, pengembangan kargo Danadiputra
November 7, Meeting on performance
2019 discussion and cargo Herbert Timbo P Hadir - Pikri Ilham Tidak Hadir Keperluan Lainnya
development plan Siahaan Present Kurniansyah Not Present Other needs
Insmerda Lebang Tidak Hadir Dinas Luar Kota Mohammad Iqbal Hadir | -
Eddy Porwanto Hadir - Bambang Adisurya Tidak Hadir Keperluan Lainnya

Poo Present Angkasa Not Present Other needs





20. Senin, Rapat Direksi dan Dewan Sahala Lumban Hadir - I Gusti Ngurah Hadir | -
25 November Komisaris Laporan Gaol Present Askhara Present
2019 Kinerja Perseroan bulan Danadiputra
Monday, Oktober 2019 dan
November 25, rencana pembangunan Herbert Timbo P Tidak Hadir Dinas Luar Kota Pikri Ilham Tidak Hadir Keperluan Lainnya
2019 Kantor Garuda Indonesia Siahaan Not Present Business Trip Kurniansyah Not Present Other needs
Kebon Sirih
Meeting of the Insmerda Lebang Tidak Hadir Dinas Luar Kota Mohammad Iqbal Hadir -
Directors and Board of Not Present Business Trip Present
Commissioners of the
October 2019 Company Eddy Porwanto Hadir - Bambang Adisurya Hadir -
Performance Report and Poo Present Angkasa Present
the planned construction
Fuad Rizal Hadir -
of the Garuda Indonesia
Present
Office Kebon Sirih
Present Present

Present
21. Kamis, 19 Rapat Direksi dan Dewan Sahala Lumban Hadir - Fuad Rizal Hadir -
Desember 2019 Komisaris Laporan Gaol Present Present
Thursday, 19 Kinerja Perseroan bulan
December 2019 November 2019, update
persiapan RUPSLB Herbert Timbo P Hadir - Pikri Ilham Hadir -
Perseroan, Follow-up Siahaan Present Kurniansyah Present
Persetujuan Threshold
dan penghasilan Direksi
Non Aktif Insmerda Lebang Hadir -
Meeting of the Present
Directors and Board
of Commissioners of
the November 2019
Eddy Porwanto Hadir -
Company’s Performance
Poo Present
Report, updates on
the Company’s EGMS
preparation, Follow-up
Approval Threshold and Chairal Tanjung Hadir -
Non-Active Directors’ Present
earnings
FREKUENSI DAN KEHADIRAN RAPAT DEWAN FREQUENCY AND ATTENDANCE OF THE BOARD OF
KOMISARIS COMMISSIONERS ‘MEETINGS
Selama tahun 2019, Dewan Komisaris telah melaksanakan During 2019, the Board of Commissioners held 13 (thirteen)
rapat internal Dewan Komisaris sebanyak 13 (tiga belas) internal meetings of the Board of Commissioners and 21
kali dan rapat gabungan Dewan Komisaris dengan Direksi (twenty one) joint meetings of the Board of Commissioners
sebanyak 21 (dua puluh satu) kali. Adapun frekuensi dan and Directors. The frequency and attendance of meetings of
kehadiran rapat masing-masing anggota Dewan Komisaris each member of the Board of Commissioners is as follows.
adalah sebagai berikut.

Tabel Frekuensi dan Kehadiran Rapat Dewan Komisaris

Table of Frequency and Attendance of Board of Commissioners’ Meetings
Rapat Gabungan Dewan Komisaris dengan Direksi
Rapat Dewan Komisaris
Joint Meetings of the Board of Commissioners
Meeting of Board of Commissioners
and Directors
Nama Jabatan
Jumlah dan Persentasi Kehadiran Jumlah dan Persentasi Kehadiran
Name Position Number and Percetange of presence Number and Percetange of presence
Jumlah Rapat Jumlah Kehadiran Jumlah Rapat Jumlah Kehadiran

Persentase Persentase
Number of Number of Number of Number of
Percentage Percentage
meeting presence meeting presence
Komisaris Utama dan Komisaris

Independen
Agus Santoso* 5 4 80% 4 2 50%
President Commissioner and
Komisaris Utama
Sahala Lumban Gaol** 8 8 100% 17 16 94%
Herbert Timbo P Siahaan 13 8 62% 21 11 52%
Insmerda Lebang 13 12 92% 21 13 62%
Eddy Porwanto Poo** 8 5 6#% 17 10 59%
Komisaris
Muzaffar Ismail* 5 4 80% 4 3 75%
Commissioner
Komisaris
Dony Oskaria* 5 1 20% 4 0 0
Commissioner
Komisaris 21
Chairal Tanjung 13 10 77% 15 71%
Commissioner
Komisaris
Luky Alfirman* 5 4 80% 4 1 25%
Commissioner
PENGEMBANGAN KOMPETENSI DEWAN BOARD OF COMMISSIONERS COMPETENCY

KOMISARIS DEVELOPMENT
Pengembangan kompetensi Dewan Komisaris dapat dilihat The Board of Commissioners ‘competency development can
pada Bab Profil Sub Bab Pengembangan Kompetensi Dewan be seen in the Profile Chapter of the Board of Commissioners’
Komisaris dalam Laporan Tahunan ini. Competency Development Section in this Annual Report.
PELAKSANAAN TUGAS DAN TANGGUNG IMPLEMENTATION OF DUTIES AND

JAWAB DEWAN KOMISARIS RESPONSIBILITIES OF THE BOARD OF
COMMISSIONERS
Sepanjang tahun 2019, Dewan Komisaris telah melaksanakan Throughout 2019, the Board of Commissioners has carried
tugas dan tanggung jawab pengawasan terkait kegiatan out supervisory duties and responsibilities related to the
operasional Perseroan termasuk memberikan persetujuan company’s operational activities, including approval of contracts,
kontrak-kontrak, rekomendasi atas hasil evaluasi audit dan recommendations on the results of audit evaluations and meetings
rapat yang dilakukan dalam satu tahun buku (rapat internal conducted in one financial year (internal meetings of the Board of
Dewan Komisaris, rapat komite dan rapat gabungan dengan Commissioners, Committee meetings and Joint meetings with the
Direksi). Adapun pelaksanaan tugas pengawasan Dewan Directors ). The implementation of the Board of Commissioners’
Komisaris di tahun 2019 yang telah dilaksanakan di antaranya: supervisory duties in 2019 which have been carried out include:
1. Pelaksanaan RKAP Tahun 2019 yang telah disetujui 1. Implementation of 2019 RKAP approved by the Board
oleh Dewan Komisaris; of Commissioners;
2. Kepatuhan Perseroan terhadap ketentuan peraturan 2. Company compliance with statutory provisions;
perundang-undangan;
3. Pelaksanaan audit internal dan eksternal serta tindak 3. Conducting internal and external audits and their
lanjutnya; follow-up;
4. Penyusunan RKAP Tahun 2020; 4. Preparation of the 2020 RKAP;
5. Evaluasi Kinerja Perseroan secara periodik yaitu 5. Periodic evaluation of the Company’s performance,
bulanan, triwulanan dan semesteran; namely monthly, quarterly and semester;
6. Penerapan Enterprise Risk Management (ERM). 6. Implementation of Enterprise Risk Management (ERM).

REKOMENDASI DEWAN KOMISARIS BOARD OF COMMISSIONERS RECOMMENDATIONS

Pada tahun 2019, nasihat, rekomendasi dan persetujuan In 2019, the advice, recommendations and approvals given
yang diberikan oleh Dewan Komisaris kepada Direksi antara by the Board of Commissioners to the Board of Directors
lain mengenai: included:
1. Persetujuan/rekomendasi Dewan Komisaris kepada 1. Approval/recommendation of the Board of
Direksi tentang Persertujuan Rencana Pendanaan Commissioners to the Board of Directors regarding
tahun 2018; the 2018 Funding Plan Objectives;
2. Nasihat kepada Direksi Garuda Indonesia terkait 2. Advice to the Garuda Indonesia Board of Directors
pengakuan pendapatan “biaya kompensasi” kerja sama regarding recognition of revenue “compensation costs”
penyediaan Layanan Konektivitas dalam Penerbangan for the cooperation in providing Connectivity in Aviation
antara PT Mahaka Aero Technology dengan PT Citilink Services between PT Mahaka Aero Technology and PT
Indonesia di tahun 2018; Citilink Indonesia in 2018;
RKAP Tahun 2019 dan penyusunan RKAP Tahun 2020; the Board of Directors on the 2019 RKAP and the
preparation of the 2020 RKAP;
4. Persetujuan/Rekomendasi Dewan Komisaris kepada 4. Approval/Recommendation of the Board of Commissioners
Pemegang Saham Seri A atas usulan Direksi berupa to Series A Shareholders on the Board of Directors’
rencana pemindahtanganan dan penghapusbukuan proposal in the form of a plan for the transfer and write-
aktiva tetap berupa Unit Loading Device; off of fixed assets in the form of a Loading Device Unit;
5. Persetujuan Dewan Komisaris kepada Direksi terkait 5. Approval of the Board of Commissioners to the Board
pembukaan Kantor Cabang Garuda Indonesia; of Directors regarding the opening of the Garuda
Indonesia Branch Office;
6. Persetujuan/Rekomendasi Dewan Komisaris kepada 6. Approval/Recommendation of the Board of
Direksi tentang usulan Calon Direksi dan Dewan Commissioners to the Directors regarding the proposed
Komisaris pada anak-anak Perseroan Garuda Indonesia; Prospective Directors and Board of Commissioners of
Garuda Indonesia subsidiaries;
7. Persetujuan/rekomendasi Dewan Komisaris kepada 7. Approval/recommendation of the Board of Commissioners
Menteri Badan Usaha Milik Negara selaku Pemegang to the Minister of State-Owned Enterprises as the
Saham Seri A Dwiwarna atas rencana Direksi untuk Dwiwarna Series A Shareholder on the Board of Directors’
memberikan jaminan korporasi kepada Garuda plan to provide corporate guarantees to Garuda Indonesia
Indonesia Holiday France S.A.S. (2 kali); Holiday France S.A.S. (2 times);
atas rencana pelaksanaan Audit Laporan Keuangan Board of Directors on the planned implementation of
per 30 Juni 2019 sesuai permintaan Menteri Badan the Audit of Financial Statements as of 30 June 2019 at
Usaha Milik Negara; the request of the Minister of State-Owned Enterprises;
9. Nasihat/catatan Dewan Komisaris kepada Direksi untuk 9. Advice/notes from the Board of Commissioners to the
menindaklanjuti dengan segera atas sanksi OJK dan Board of Directors to follow up immediately on the
BEI terhadap Laporan Keuangan Tahun buku 2018 authority of the OJK and IDX on the Financial Statements
dan Laporan Triwulan I Tahun 2019; for Fiscal Year 2018 and Quarterly Reports 2019;
10. Nasihat/catatan Dewan Komisaris kepada Direksi atas 10. Advice/notes from the Board of Commissioners to the Board
tindak lanjut rekomendasi BPK-RI; of Directors on the follow up of BPK-RI recommendations;
Direksi atas perubahan struktur organisasi induk Garuda to the Board of Directors for changes in the structure of the
Indonesia; parent organization of Garuda Indonesia;
Direksi atas pemberian jaminan korporasi kepada to the Board of Directors for the granting of corporate
Garuda Indonesia Holiday France S.A.S; guarantees to Garuda Indonesia Holiday France S.A.S;
13. Persetujuan/Rekomendasi Dewan Komisaris kepada 13. Approval/Recommendation of the Board of
Direksi untuk melakukan penghapusbukuan dan Commissioners to the Board of Directors to write off
pemindahtanganan aktiva tetap berupa Unit Loading and transfer of fixed assets in the form of a Loading
Device; Device Unit;
atas rencana right issue saham anak Perseroan Board of Directors regarding the planned rights issue
PT Gapura Angkasa; of a subsidiary of PT Gapura Angkasa;

atas rencana konversi piutang menjadi saham dan Board of Directors regarding the plan to convert receivables
penambahan modal ditempatkan pada Citilink; to shares and increase capital placed at Citilink;
atas Laporan Keuangan Konsolidasian Perseroan the Board of Directors on the Consolidated Financial
yang Diubah dan Disajikan kembali untuk Tahun yang Statements of the Company which have been amended
berakhir pada 31 Desember 2018; and restated for the year ended December 31, 2018;
17. Nasihat/catatan Dewan Komisaris kepada Direksi atas 17. Advice/notes from the Board of Commissioners to the
perkembangan proses pengadaan Jasa Akuntan Publik Board of Directors on the progress of the procurement
Tahun 2019 sebanyak 3 (tiga) kali; process for 2019 Public Accountants for 3 (three) times;
atas Laporan Keuangan Konsolidasian Perseroan yang Board of Directors of the Company’s Consolidated
diubah dan disajikan kembali untuk Tahun yang berakhir Financial Statements which were amended and restated
pada 31 Maret 2019; for the Year ended March 31, 2019;
Menteri Badan Usaha Milik Negara selaku Pemegang to the Minister of State-Owned Enterprises as the Dwiwarna
Saham Seri A Dwiwarna atas perubahan susunan Series A Shareholder on changes in the composition of the
Dewan Komisaris Anak Perusahaan Garuda Indonesia; Board of Commissioners of the Garuda Indonesia Subsidiary;
Menteri Badan Usaha Milik Negara selaku Pemegang Commissioners to the Minister of State-Owned
Saham Seri A Dwiwarna atas rencana Reprofiling Enterprises as the Dwiwarna Series A Shareholder on
pinjaman melalui pinjaman jangka panjang; the plan of Reprofiling loans through long-term loans;
Laporan Keuangan Konsolidasian per 30 Juni 2019; the Board of Directors on the Consolidated Financial
Statements as of 30 June 2019;
Progres Pelaksanaan Lelang Terbatas Pengadaan Jasa Board of Directors on the Progress of Implementing
Kantor Akuntan Publik tahun 2019 per 21 Agustus Limited Public Procurement Services for Firms in 2019
2019; as of August 21, 2019;
Direksi tentang Perubahan Susunan Dewan Komisaris to the Board of Directors regarding the Changes in the
PT GMF AeroAsia; Composition of the Board of Commissioners of PT GMF
AeroAsia;
permohonan penghapusbukuan dan pemindahtanganan Board of Directors on the application for bookkeeping
aktiva tetap tahun 2019; and transfer of fixed assets in 2019;
Menteri Badan Usaha Milik Negara selaku Pemegang to the Minister of State-Owned Enterprises as a Dwiwarna
Saham Seri A Dwiwarna atas Penunjukan Kantor Series A Shareholder on the Appointment of a Public
Akuntan Publik untuk mengaudit Laporan Keuangan PT Accountant Office to audit PT Garuda Indonesia Tbk’s
Garuda Indonesia Tbk. dan Entitas Anak Tahun 2019; Financial Statements. and Subsidiaries in 2019;
Menteri Badan Usaha Milik Negara selaku Pemegang to the Minister of State-Owned Enterprises as the
Saham Seri A Dwiwarna atas rencana right issue anak Dwiwarna Series A Shareholder on the planned rights
perusahaan PT Gapura Angkasa; issue of a subsidiary of PT Gapura Angkasa;
Direksi tentang Penetapan Kantor Akuntan Publik to the Board of Directors regarding the Establishment of
sebagai Auditor Laporan Keuangan PT Garuda a Public Accountant Office as the Auditor of PT Garuda
Indonesia Tahun 2019; Indonesia 2019 Financial Statements;
28. Persetujuan/rekomendasi Dewan Komisaris kepada 28. Approval / recommendation of the Board of
Direksi tentang Persetujuan Rencana Right Issue Commissioners to the Board of Directors regarding
PT Gapura Angkasa; Approval of PT Gapura Angkasa’s Right Issue Plan;
29. Persetujuan/rekomendasi Dewan Komisaris kepada 29. Approval / recommendation of the Board of
Menteri Badan Usaha Milik Negara selaku Pemegang Commissioners to the Minister of State-Owned
Saham Seri A Dwiwarna atas rencana pendanaan Enterprises as the Dwiwarna Series A Shareholder on
melalui Pinjaman Jangka Panjang; the funding plan through a Long-term Loan;

surat BPK-RI tentang tindak lanjut rekomendasi BPK-RI; Board of Directors on the BPK-RI letter regarding the
follow-up to the BPK-RI recommendations;
Direksi untuk pembentukan Unit Transformation Commissioners to the Board of Directors for the
Management; formation of the Transformation Management Unit;
32. Nasihat/catatan Dewan Komisaris kepada Direksi atas 32. Board of Commissioners’ recommendations / notes to
Laporan Keuangan Konsolidasian per 30 September the Board of Directors for the Consolidated Financial
2019, Unaudited; Statements as of September 30, 2019, Unaudited;
33. Nasihat/catatan Dewan Komisaris kepada Direksi 33. Advice/notes from the Board of Commissioners to the Board
untuk pemberhentian jabatan Dewan Komisaris anak/ of Directors for termination of the position of the Board of
cucu perusahaan; Commissioners of children / grandchildren of the company;
penyelenggaraan Rapat Umum Pemegang Saham; Board of Directors on the holding of a General Meeting
of Shareholders;
35. Nasihat/catatan Dewan Komisaris kepada Direksi atas 35. Advice / notes from the Board of Commissioners to
Laporan Keuangan Konsolidasian per 30 September the Board of Directors on the Consolidated Financial
2019 UnAudited; Statements as of September 30, 2019 UnAudited;
36. Pemberian ijin cuti Direksi. 36. Granting permission for Directors’ leave.
PENILAIAN KINERJA DEWAN KOMISARIS PERFORMANCE ASSESSMENT OF THE BOARD

OF COMMISSIONERS
Penilaian Kinerja Dewan Komisaris dilakukan melalui metode The Board of Commissioners’ Performance Assessment is carried
self assessment dan GCG Assessment. out through self-assessment and GCG Assessment methods.
PENILAIAN KINERJA DEWAN KOMISARIS MELALUI PERFORMANCE ASSESSMENT OF THE BOARD OF

SELF ASSESSMENT COMMISSIONERS THROUGH SELF ASSESSMENT
Penilaian kinerja Dewan Komisaris dilakukan sekali The performance evaluation of the Board of Commissioners
dalam 1 (satu) tahun, dengan menggunakan metode is carried out once in 1 (one) year, using the self assessment
self assessment. Pengukuran keberhasilan kinerja Dewan method. Measuring the success of the performance of the
Komisaris merupakan hasil kerja kolegial dari seluruh Dewan Board of Commissioners is the collegial work of all the Board
Komisaris yang tercermin dalam satu kesatuan pada realisasi of Commissioners which is reflected in a single unit in the
Rencana Bisnis Perseroan. realization of the Company’s Business Plan.
Selain melalui self assessment, penilaian Dewan Komisaris Other than through self-assessment, the Board of
dilakukan pada saat pertanggungjawaban laporan tahunan Commissioners assessment is carried out at the time of annual
pada saat RUPS. Pelaksanaan RUPS pertanggungjawaban report accountability at the GMS. Implementation of the
laporan tahun buku mengenai keadaan jalannya Perseroan General Meeting of Shareholders for the fiscal year report
dan hasil yang telah dicapai selama tahun 2019. Selanjutnya on the running of the company and the results achieved
menyatakan serta memberikan pembebasan sepenuhnya during 2019. Furthermore, it states and gives full acquittal of
pertanggungjawaban (acquit et decharge) kepada Dewan responsibility (acquit et decharge) to the Company’s Board
Komisaris Perseroan untuk operasional tahun buku 2019. of Commissioners for the operation of the 2019 fiscal year.
PROSEDUR PELAKSANAAN PENILAIAN KINERJA PROCEDURES FOR THE IMPLEMENTATION OF THE

DEWAN KOMISARIS PERFORMANCE OF THE BOARD OF COMMISSIONERS
Pelaksanaan penilaian (assessment) atas kinerja Dewan The assessment of the performance of the Board of
Komisaris dilakukan setiap tahun melalui mekanisme self Commissioners is carried out annually through a self
assessment yang dilakukan berdasarkan surat keputusan assessment mechanism which is carried out based on the
Dewan Komisaris No. GARUDA/DEKOM-043/2014. RUPS Decree of the Board of Commissioners No. GARUDA /
adalah rapat yang diselenggarakan oleh Direksi untuk DEKOM-043/2014. GMS is a meeting held by the Board of
memenuhi ketentuan atau atas permintaan tertulis dari Directors to fulfill the conditions or at the written request
seorang atau lebih anggota Dewan Komisaris atau dari of one or more members of the Board of Commissioners or
seorang atau lebih Pemegang Saham yang bersama-sama from one or more Shareholders who jointly represent 1/10
mewakili 1/10 (satu per sepuluh) bagian atau lebih dari or more of the total shares with voting rights.
jumlah seluruh saham dengan hak suara.

KRITERIA PENILAIAN KINERJA DEWAN KOMISARIS CRITERIA OF ASSESSMENT OF THE BOARD OF

COMMISSIONER PERFORMANCE
Kriteria untuk menilai kinerja Dewan Komisaris adalah The criteria for evaluating the performance of the Board
pelaksanaan tugas dan tanggung jawab Dewan Komisaris of Commissioners are the carrying out of the duties and
dalam melakukan fungsi pengawasan atas kebijakan responsibilities of the Board of Commissioners in carrying
pengurusan jalannya Perseroan, dan memberi nasihat out the oversight function of the Company’s management
kepada Direksi untuk kepentingan dan tujuan Perseroan policies, and advising the Board of Directors on the interests
serta pelaksanaan tugas yang secara khusus diberikan and objectives of the Company as well as carrying out tasks
kepadanya menurut Anggaran Dasar dan/atau berdasarkan that are specifically given to it according to the Articles of
keputusan RUPS dalam koridor peraturan perundang- Association and / or based on decisions GMS in the corridor
undangan yang berlaku. of the prevailing laws and regulations.
Indikator kinerja yang dipakai sebagai tolak ukur kinerja Performance indicators used as benchmarks for performance
Dewan Komisaris mencakup konsistensi dan inisiatif Dewan of the Board of Commissioners include the consistency and
Komisaris dalam: initiative of the Board of Commissioners in:
1. Aspek Pengawasan dan Pemberian Nasihat yang dilakukan 1. Supervision and Advice Aspects conducted by the
rapat Dewan Komisaris maupun secara tertulis; Board of Commissioners’ meeting or in writing;
2. Menilai kinerja Korporasi dari aspek efektivitas produk 2. Assessing corporate performance from aspects of
dan proses, fokus pelanggan, fokus tenaga kerja, product and process effectiveness, customer focus,
kepemimpinan, dan keuangan; workforce focus, leadership, and finance;
3. Melakukan peningkatan wawasan dan perkembangan 3. Increasing insight and developing knowledge in the
pengetahuan di bidang bisnis maskapai maupun field of airline business and risk management through
manajemen risiko melalui pelatihan wajib berkala; periodic mandatory training;
4. Berkontribusi terhadap pelaksanaan rencana jangka 4. Contribute to the implementation of the Company’s
panjang Perseroan; long-term plan;
5. Memberikan solusi-solusi atas permasalahan dan 5. Providing solutions to the problems and challenges
tantangan Perseroan; of the Company;
6. Menjaga dan mendorong penerapan GCG; 6. Maintain and encourage the application of GCG;
7. Mendorong kepemimpinan yang kuat di Perseroan. 7. Encourage strong leadership in the Company.
PIHAK YANG MELAKUKAN PENILAIAN KINERJA DEWAN PARTIES THAT DO THE ASSESSMENT OF THE
KOMISARIS PERFORMANCE OF THE BOARD OF COMMISSIONERS
Pihak yang melakukan penilaian terhadap kinerja The party that assesses the performance of the Board of
Dewan Komisaris adalah RUPS. Dewan Komisaris Commissioners is the GMS. The Board of Commissioners
mempertanggungjawabkan pencapaian kinerja mereka pada is responsible for achieving their performance in
periode 2019, termasuk di dalamnya pelaksanaan tugas dan 2019, including the implementation of the duties and
tanggung jawab Dewan Komisaris dan Direksi dalam RUPS responsibilities of the Board of Commissioners and Directors
yang akan diselenggarakan pada tahun 2020 mendatang. in the GMS to be held in 2020.
HASIL PENILAIAN KINERJA DEWAN KOMISARIS RESULTS OF THE BOARD OF COMMISSIONER

PERFORMANCE ASSESSMENT
No. Indikator | Indicator Satuan | Unit Pelaksanaan | Organizer
Aspek Proses Pengawasan & Pemberian Nasihat | Aspect of Supervising and Advising
Dewan Komisaris | Board of Commissioners
1. Dewan Komisaris menyelenggarakan rapat Dewan Komisaris untuk Jumlah rapat per tahun 13
membahas tugas-tugas Dewan Komisaris Number of meeting per year
The Board of Commissioners holds a Board of Commissioners meeting
to discuss the duties of the Board of Commissioners
2. Dewan Komisaris menyelenggarakan rapat dengan Direksi dalam Jumlah rapat per tahun 21
melaksanakan tugas pengawasan dan pemberian nasihat Number of meeting per year
The Board of Commissioners holds meetings with the Board of Directors
in carrying out supervisory and advisory tasks

3. Dewan Komisaris menyelenggarakan rapat dengan organ pendukung Jumlah rapat per tahun 7
Dewan Komisaris untuk membahas perkembangan tugas-tugas masing- Number of meeting per year
masing organ pendukung
The Board of Commissioners holds a meeting with the supporting
organs of the Board of Commissioners to discuss the development of
the tasks of each supporting organ
4. Dewan Komisaris secara teratur memberikan nasihat kepada Direksi Jumlah nasihat formal 17
The Board of Commissioners regularly provides advice to the Directors Number of formal advices
5. Dewan Komisaris melakukan penilaian kinerja Direksi Jumlah kegiatan 1
The Board of Commissioners evaluates the performance of the Directors Number of Activities
6. Dewan Komisaris menyampaikan laporan pengawasan Dewan Komisaris Jumlah kegiatan 1
kepada RUPS Number of Activities
The Board of Commissioners submits the Board of Commissioners’
oversight report to the GMS
7. Rapat-rapat Dewan Komisaris dilaksanakan dengan dinamika dan Self-Assessment oleh Dewan Komisaris Terpenuhi
interaksi yang sehat di antara Komisaris, di mana Dewan Komisaris Self-Assessment by Board of fulfilled
berargumentasi dan menyampaikan sudut pandang yang berbeda Commissioners
sebelum mengambil keputusan
Meetings of the Board of Commissioners are conducted with healthy
dynamics and interactions between the Commissioners, where the
Board of Commissioners argues and presents different points of view
before making a decision.
8. Dewan Komisaris berinisiatif dan konsisten dalam memberikan Frekuensi Sering
kontribusi terhadap rencana jangka panjang Perseroan (Tidak Pernah/Kadang/Sering/Selalu) Often
The Board of Commissioners has the initiative and is consistent in Frequency
contributing to the Company’s long-term plans (Never/Sometimes/Often/Always)
9. Dewan Komisaris berinisiatif dan konsisten dalam memberikan solusi- Frekuensi Selalu
solusi atas permasalahan dan tantangan Perseroan (Tidak Pernah/Kadang/Sering/Selalu) Always
providing solutions of problems and challenges of the company (Never/Sometimes/Often/Always)
10. Dewan Komisaris konsisten dalam menjaga dan mendorong penerapan Frekuensi Selalu
praktek Good Corporate Governance (Tidak Pernah/Kadang/Sering/Selalu) Always
The Board of Commissioners is consistent in keeping and encouraging Frequency
the implementation of Good Corporate Govrenance practices (Never/Sometimes/Often/Always)
11. Dewan Komisaris berinisiatif dan konsisten dalam mendorong Frekuensi Sering
berkembangnya strong leadership di Perseroan (Tidak Pernah/Kadang/Sering/Selalu) Often
encouraging the development of strong leadership in the Company (Never/Sometimes/Often/Always)
Pengawasan oleh Komite Audit | Audit Supervision by the Audit Committee
1. Menelaah ketaatan akuntansi, penyusunan laporan keuangan, proses Kegiatan 1
audit eksternal Activities
Reviewing accounting compliance, preparing financial reports, external
audit processes
2. Memberikan rekomendasi penunjukan KAP serta ruang lingkup tugas Kegiatan 1
KAP Activities
Provide recommendations for the appointment of KAP as well as the
scope of KAP assignments
3. Menelaah efektivitas dan me-monitor pelaksanaan program kerja SPI Kegiatan 1
terkait teknologi informasi, pengadaan barang dan jasa, mutu dan Activities
layanan, umroh, kargo, dan lain-lain
Review the effectiveness and monitor the implementation of the SPI
work program related to information technology, procurement of goods
and services, quality and services, pilgrimage, cargo, etc.

4. Menelaah pengelolaan SDM dan remunerasi nominasi Direksi dan Kegiatan 8

Komisaris serta memberikan rekomendasi penunjukan Direksi dan Number of Activities
Komisaris Anak Perusahaan
Examining HR management and remuneration for Directors and
Commissioners nominations and providing recommendations for the
appointment of Directors and Commissioners of Subsidiaries
5. Pembahasan mengenai kepatuhan perusahaan terhadap seluruh Jumlah rapat/pembahasan 2
perjanjian dan komitmen yang dibuat dengan pihak ketiga Number of Meeting/Discussion
Discussion on company compliance with all agreements and
commitments made with third parties
6, Pengawasan dan pemberian nasihat terhadap kebijakan pengelolaan Kegiatan 3
anak perusahaan atau perusahaan patungan Number of Activities
Supervision and provide advice on management policies of subsidiaries
or joint ventures
7. Melakukan evaluasi dan memberikan rekomendasi Kegiatan 20
Evaluate and provide recommendations Number of Activities
Pengawasan oleh KPU-PR | Supervision by KPU-PR
1. Monitoring dalam penyusunan RKAP Kegiatan dan masukan kepada 7
Monitoring in the preparation of RKAP Dewan Komisaris
Activities and input to
board of Commissioners
2. Monitoring dalam pendanaan Perseroan Kegiatan dan masukan kepada 4
Monitoring of Company funding Dewan Komisaris
3 Monitoring peningkatan kinerja Route Result (RR) Kegiatan dan masukan kepada 6
Monitoring the improvement of Route Result (RR) performance Dewan Komisaris
4. Pemantauan perkembangan usaha anak perusahaan Kegiatan dan masukan kepada
Monitoring the business development of subsidiaries Dewan Komisaris
5. Pemantauan dan evaluasi implementasi Sistem Manajemen Risiko Kegiatan dan masukan kepada 4
Perseroan Dewan Komisaris
Monitoring and evaluating the implementation of the Company’s Risk Activities and input to
Management System board of Commissioners
6. Pemantauan Corporate Risk Profile Kegiatan dan masukan kepada 4
Corporate Risk Profile Monitoring Dewan Komisaris
7. Melakukan kunjungan ke Regional Operations untuk melihat realisasi Kegiatan dan masukan kepada 4
pengelolaan perusahaan di lapangan Dewan Komisaris
Make a visit to Regional Operations to see the realization of company Activities and input to
management in the field board of Commissioners
Pendidikan dan Pelatihan | Education & Training
1. Mengikuti seminar/workshop untuk meningkatkan pengetahuan dan - terlaksana
wawasan dalam industri penerbangan carried out
Attend seminars / workshops to increase knowledge and insight in the
aviation industry
2. Mengikuti seminar/workshop untuk meningkatkan pengetahuan dan - terlaksana
wawasan dalam GCG, Risk Management serta fungsi-fungsi Dewan carried out
Komisaris lainnya
Attend seminars / workshops to increase knowledge and insight
in GCG, Risk Management and other functions of the Board of
Commissioners

PENILAIAN KINERJA DEWAN KOMISARIS MELALUI PERFORMANCE ASSESSMENT OF THE BOARD OF

GCG ASSESSMENT COMMISSIONERS THROUGH GCG ASSESSMENT
PROSEDUR PELAKSANAAN PENILAIAN KINERJA DEWAN PROCEDURES FOR THE IMPLEMENTATION OF THE
GCG assessment di Perseroan dilakukan secara self The GCG Assessment of the Company is carried out by
assessment dengan asistensi atau pendampingan oleh self-assessment with assistance from MUC Consulting. GCG
MUC Consulting. Pelaksanaan GCG assessment berdasarkan assessment based on the Decree of the Secretary of the
Keputusan Sekretaris Kementerian Badan Usaha Milik Ministry of State-Owned Enterprises No. SK-16 / S.MBU /
Negara No. SK-16/S.MBU/2012 tanggal 6 Juni 2012 2012 dated June 6, 2012 concerning Indicators / Evaluation
tentang Indikator/Parameter Penilaian dan Evaluasi atas and Evaluation Parameters for the Implementation of Good
Penerapan Tata Kelola Perusahaan yang Baik (Good Corporate Governance in SOEs.
Corporate Governance) pada BUMN.
KRITERIA PENILAIAN KINERJA DEWAN KOMISARIS CRITERIA OF ASSESSMENT OF THE BOARD OF

COMMISSIONER PERFORMANCE
Kriteria penilaian kinerja Dewan Komisaris tersebut meliputi: The criteria for evaluating the performance of the Board
of Commissioners include:
1. Pelaksanaan program pelatihan/pembelajaran Dewan 1. Implementation of the Board of Commissioners’ training
Komisaris; / learning program;
2. Pembagian tugas dan penetapan faktor-faktor yang 2. The division of tasks and determination of the factors
dibutuhkan untuk mendukung pelaksanaan tugas needed to support the implementation of the duties
Dewan Komisaris; of the Board of Commissioners;
3. Pemberian persetujuan atas rancangan RJPP dan RKAP 3. Granting approval for the RJPP and RKAP draft
yang disampaikan oleh Direksi; submitted by the Directors;
4. Pemberian arahan kepada Direksi atas implementasi 4. Providing direction to the Board of Directors on the
rencana dan kebijakan Perusahaan; implementation of the Company’s plans and policies;
5. Pelaksanaan pengawasan terhadap Direksi atas 5. Implementation of supervision of the Board of Directors on
implementasi rencana dan kebijakan Perusahaan; the implementation of the Company’s plans and policies;
6. Pelaksanaan pengawasan terhadap pelaksanaan 6. Supervision of the implementation of management
kebijakan pengelolaan Anak Perusahaan/Perusahaan policies of Subsidiaries / Joint Ventures;
Patungan;
7. Peran dalam pencalonan anggota Direksi, penilaian 7. Role in nominating members of the Board of Directors,
kinerja Direksi (individu dan kolegial) dan pengusulan evaluating the performance of the Directors (individual
tantiem/insentif kinerja Direksi; and collegial) and proposing bonuses / incentives for
the Directors’ performance;
8. Pelaksanaan tindakan terhadap potensi benturan 8. Acting on potential conflicts of interest concerning
kepentingan yang menyangkut Dewan Komisaris; the Board of Commissioners;
9. Pemantauan penerapan prinsip-prinsip Tata Kelola 9. Monitoring the application of the principles of Good
Perusahaan yang Baik; Corporate Governance;
10. Penyelenggaraan rapat Dewan Komisaris dan tingkat 10. Organizing meetings of the Board of Commissioners
kehadirannya dalam rapat tersebut; and their level of attendance at these meetings;
11. Terdapatnya Sekretaris Dewan Komisaris yang 11. is a Secretary of the Board of Commissioners who
mendukung pelaksanaan tugas kesekretariatan Dewan supports the implementation of the Secretariat duties
Komisaris; of the Board of Commissioners;
12. Terdapatnya Komite Dewan Komisaris yang efektif. 12. There is an effective Board of Commissioners
Committee.
PIHAK YANG MELAKUKAN PENILAIAN KINERJA DEWAN PARTIES THAT DO THE ASSESSMENT OF THE
Pada tahun 2019, Garuda Indonesia telah melakukan GCG In 2019, Garuda Indonesia conducted a GCG assessment
assessment secara self assessment dengan asistensi oleh carried out by MUC Consulting.
MUC Consulting.

HASIL PENILAIAN KINERJA DEWAN KOMISARIS RESULTS OF THE BOARD OF COMMISSIONER

Berdasarkan hasil penilaian GCG Tahun Buku 2018 yang Based on the results of the 2018 Fiscal Year GCG assessment
dilakukan secara self assessment dengan asistensi oleh conducted by self assessment with assistance by MUC
MUC Consulting, aspek Dewan Komisaris memperoleh Consulting, the aspects of the Board of Commissioners
nilai 31,618 dengan persentase pencapaian 90,338% dan obtained a score of 31,618 with 90.333% achievement
kategori Sangat Baik. percentage and the category of Very Good.
PENILAIAN KINERJA KOMITE DI BAWAH PERFORMANCE ASSESSMENT OF

DEWAN KOMISARIS DAN DASAR COMMITTEES BELOW THE BOARD OF
PENILAIANNYA COMMISSIONERS AND THE BASIS OF THE
ASSESSMENT
Dalam rangka meningkatkan peran Dewan Komisaris dalam In order to enhance the role of the Board of Commissioners
menjalankan fungsi pengawasan, Dewan Komisaris telah in carrying out the supervisory function, the Board of
membentuk 3 (tiga) komite yaitu: Commissioners has formed 3 (three) committees namely:
1. Komite Audit 1. Audit Committee
2. Komite Nominasi dan Remunerasi 2. Nomination and Remuneration Committee
3. Komite Pengembangan Usaha dan Pemantauan Risiko 3. Business Development and Risk Monitoring Committee
Komite Audit memiliki tugas dan tanggung jawab untuk The Audit Committee has the duty and responsibility to assist
membantu Dewan Komisaris Dewan Komisaris menjalankan the Board of Commissioners. The Board of Commissioners
tugas dan fungsi pengawasan (oversight) atas akuntansi carries out oversight and oversight functions of the
dan proses pelaporan keuangan, pelaksanaan audit, accounting and financial reporting processes, conducting
pengendalian internal, dan terjaminnya penerapan prinsip- audits, internal control, and ensuring the implementation of
prinsip tata kelola perusahaan yang dijalankan oleh Direksi corporate governance principles carried out by the Directors
dan seluruh pemangku kepentingan untuk tercapainya and all stakeholders. the interest in achieving the Company’s
keberlanjutan Perseroan. Sepanjang tahun 2019, Komite sustainability. Throughout 2019, the Audit Committee has
Audit telah menjalankan tugas dan tanggungjawabnya carried out its duties and responsibilities well. The Audit
dengan baik. Komite Audit telah melaksanakan rapat Committee has conducted 28 (twenty eight) meetings and
sebanyak 28 (dua puluh delapan) kali dan menjalankan carried out its duties which include:
tugasnya yang antara lain:
1. Melakukan kajian dan melaporkan kepada Dewan 1. Conduct studies and report to the Board of
Komisaris terkait dengan pengendalian Internal. Commissioners related to internal control.
2. Melakukan review terhadap Laporan Keuangan 2. Conduct a review of the Quarterly Consolidated
Konsolidasian Triwulanan dan memberikan catatan Financial Statements and provide important notes
penting yang didapat dari hasil review. obtained from the results of the review.
3. Memonitor pelaksanaan dan tindak lanjut hasil audit 3. Monitor the implementation and follow-up of internal
internal dan memonitor tindak lanjut hasil audit audit results and monitor the follow-up of external audit
eksternal sesuai dengan program kerja SPI tahun 2019. results in accordance with the 2019 SPI work program.
4. Memproses perencanaan, mengawasi pelaksanaan 4. Process planning, oversee implementation and provide
dan memberikan rekomendasi penunjukkan KAP untuk recommendations for the appointment of KAPs for the
audit tahun buku 2019. 2019 fiscal year audit..
Komite Nominasi dan Remunerasi memiliki tugas dan The Nomination and Remuneration Committee has the duty
tanggung jawab untuk membantu Dewan Komisaris mengkaji and responsibility to assist the Board of Commissioners
kebijakan nominasi dan remunerasi secara menyeluruh dan to thoroughly review the nomination and remuneration
menilai konsistensi penerapannya. Sepanjang tahun 2019, policy and assess the consistency of its implementation.
Komite Nominasi dan Remunerasi telah menjalankan tugas Throughout 2019, the Nomination and Remuneration
dan tanggungjawabnya dengan baik. Komite Nominasi dan Committee has carried out its duties and responsibilities
Remunerasi telah melaksanakan rapat dan menjalankan well. The Nomination and Remuneration Committee has
tugasnya yang antara lain: conducted meetings and carried out its tasks which include:
1. Melakukan seleksi atas calon-calon Anggota Direksi 1. Select candidates for Directors from internal companies
yang berasal dari internal perusahaan dan mengajukan and submit proposals to the Dwiwarna A Series
usulan kepada Pemegang Saham Seri A Dwiwarna. Shareholders.

2. Menetapkan remunerasi bagi Dewan Komisaris dan 2. Determine the remuneration for the Board of
Direksi yang selanjutnya meminta persetujuan dari Commissioners and Directors who subsequently requests
Pemegang Saham Seri A Dwiwarna. approval from the Dwiwarna Series A Shareholder.
Komite Pengembangan Usaha dan Pemantauan Risiko The Business Development and Risk Monitoring Committee
memiliki tugas dan tanggung jawab untuk membantu dan has the duty and responsibility to assist and strengthen
memperkuat Dewan Komisaris agar memperoleh keyakinan the Board of Commissioners in order to obtain adequate
yang memadai bahwa Direksi telah menyusun strategi, confidence that the Board of Directors has developed
sasaran dan rencana investasi dan pengembangan usaha strategies, targets and plans for investment and business
serta mengupayakan realisasinya yang selaras dengan development and strived for its realization in line
kebijakan dan panduan investasi dan pengembangan with investment and business development policies
usaha serta Direksi telah memimpin penerapan manajemen and guidelines as well as the Directors has led the
risiko di Perseroan yang memenuhi kecukupan unsur-unsur implementation of risk management in the Company
strategi, kebijakan, prosedur dan metodologi pengelolaan that meets the adequacy of the elements of the strategy,
risiko sehingga usaha Perseroan tumbuh berkembang dan policy, procedure and methodology of risk management
tetap terkendali pada tingkat risiko yang dapat diterima so that the Company’s business grows and stays under
dan menguntungkan Perseroan. Sepanjang tahun 2019, control at an acceptable and profitable risk level for the
Komite Pengembangan Usaha dan Pemantauan Risiko Company. Throughout 2019, the Business Development
telah menjalankan tugas dan tanggungjawabnya dengan and Risk Monitoring Committee has carried out its duties
baik. Komite Pengembangan Usaha dan Pemantauan Risiko and responsibilities well. The Business Development and
telah melaksanakan rapat sebanyak 8 (delapan) kali dan Risk Monitoring Committee has conducted 8 (eight)
menjalankan tugasnya yang antara lain: meetings and carried out its tasks which include:
1. Melakukan kajian atas fleet plan dan performance 1. Review domestic and international fleet plans and
route baik domestik maupun internasional kepada performance routes to the Board of Commissioners.
Dewan Komisaris.
2. Melakukan kajian dan melaporkan kepada Dewan 2. Reviewing and reporting to the Board of Commissioners
Komisaris terkait dengan pengendalian atas usulan related to control over the Company’s proposal.
Perseroan.
MEKANISME PEMBERHENTIAN DAN MECHANISM OF TERMINATION AND

PENGUNDURAN DIRI DEWAN KOMISARIS WITHDRAWAL OF THE BOARD OF
COMMISSIONERS
Anggota Dewan Komisaris dapat mengundurkan diri dari Members of the Board of Commissioners may resign from
posisinya dengan pemberitahuan tertulis terlebih dahulu their positions with prior written notice to the Company.
kepada Perseroan. Namun demikian, Komisaris bersangkutan However, the Commissioner concerned is not free from any
tidak terbebas dari setiap tugas tanggung jawab yang responsibility assignment attached to him until his resignation
melekat padanya hingga pengunduran dirinya efektif is effectively accepted by the GMS. The Company is required
diterima oleh RUPS. Perseroan wajib menyelenggarakan to hold a GMS within 90 (ninety) days after receipt of the
RUPS dalam jangka waktu 90 (sembilan puluh) hari setelah resignation letter. The Company in this case is also required
diterimanya surat pengunduran diri tersebut. Perseroan to disclose information to the public and submit it to the
dalam hal ini juga diwajibkan untuk melakukan keterbukaan Financial Services Authority no later than 2 (two) working
informasi kepada masyarakat dan menyampaikan kepada days after the letter of resignation of the members of the
Otoritas Jasa Keuangan paling lambat 2 (dua) hari kerja Board of Commissioners and the results of the GMS are
setelah diterimanya surat pengunduran diri anggota held in connection with the matter.
Dewan Komisaris tersebut dan hasil penyelenggaraan
RUPS sehubungan dengan hal tersebut.
Pemberhentian anggota Dewan Komisaris dapat dilakukan Dismissal of members of the Board of Commissioners can
apabila yang bersangkutan melakukan hal-hal sebagai berikut: be done if the person concerned does the following:
1. Tidak dapat melaksanakan tugasnya dengan baik; 1. Can not carry out their duties properly;
2. Melanggar ketentuan Anggaran Dasar Perseroan dan/ 2. violating the provisions of the Company’s Articles of
atau peraturan perundang-undangan; Association and / or laws and regulations;
3. Terlibat dalam tindakan yang merugikan Perseroan 3. Involved in actions that are detrimental to the Company
dan/atau Negara; and / or the State;

4. Melakukan tindakan yang melanggar etika dan/atau 4. Performing actions that violate ethics and / or propriety
kepatutan yang seharusnya dihormati sebagai Anggota that should be respected as Members of the Board of
Dewan Komisaris; Commissioners;
5. Dinyatakan bersalah dengan putusan pengadilan yang 5. Is declared guilty by a court decision that has permanent
mempunyai ketetapan hukum tetap; atau legal provisions; or
6. Mengundurkan diri. 6. Resign.
Pemberhentian anggota Dewan Komisaris juga dapat The dismissal of members of the Board of Commissioners can
dilakukan berdasarkan alasan lain yang dinilai tepat oleh also be done based on other reasons deemed appropriate
Menteri BUMN atau RUPS demi kepentingan dan tujuan by the SOE Minister or RUPS for the interests and objectives
BUMN. Rencana pemberhentian wajib diberitahukan kepada of SOEs. Dismissal plans must be notified to the relevant
anggota Dewan Komisaris yang bersangkutan secara members of the Board of Commissioners verbally or in writing
lisan atau tertulis oleh Pemegang Saham dalam rangka by the Shareholders in order to provide an opportunity to
memberikan kesempatan untuk membela diri sebelum defend themselves before the dismissal decision is taken
keputusan pemberhentian diambil oleh RUPS. by the GMS.
Di luar dari alasan pemberhentian di atas, masa jabatan Regardless of the reasons for dismissal above, the term
anggotan Dewan Komisaris dengan sendirinya berakhir of office of the members of the Board of Commissioners
jika apabila: automatically ends if:
1. Pengunduran dirinya telah efektif; 1. His resignation has been effective;
2. Meninggal dunia; 2. Death;
3. Masa jabatannya berakhir; 3. His term of office is over;
4. Diberhentikan berdasarkan RUPS; 4. Dismissed based on the GMS;
5. Dinyatakan pailit oleh Pengadilan Niaga yang telah 5. Declared bankruptcy by the Commercial Court that
mempunyai kekuatan hukum yang tetap atau di bawah has permanent or under legal capacity based on a
pengampuan berdasarkan suatu putusan pengadilan; court decision;
6. Tidak lagi memenuhi persyaratan sebagai anggota 6. No longer fulfill the requirements as a member of
Dewan Komisaris berdasarkan Anggaran Dasar dan the Board of Commissioners based on the Articles of
peraturan perundang-undangan lainnya. Association and other laws and regulations.
DIREKSI BOARD OF DIRECTORS

Direksi merupakan organ Perseroan yang berwenang dan The Board of Directors is an authorized organ of the Company
bertanggung jawab penuh atas pengurusan Perseroan and is fully responsible for the management of the Company
untuk kepentingan terbaik Perseroan, sesuai maksud dan in the best interests of the Company, in accordance with
tujuannya, serta mewakili Perseroan baik di dalam maupun di its aims and objectives, and represents the Company both
luar pengadilan, memastikan agar Perseroan melaksanakan inside and outside the court, ensuring that the Company
tanggung jawab sosialnya serta memperhatikan kepentingan carries out its social responsibilities and takes into account
dari berbagai pemangku kepentingan sesuai dengan the interests of various stakeholders in accordance with
peraturan perundang-undangan yang berlaku. applicable laws and regulations.
TUGAS DAN KEWAJIBAN DIREKSI DUTIES AND OBLIGATIONS OF THE BOARD OF

DIRECTORS
Direksi bertanggung jawab atas tugas dan fungsi untuk melakukan The Board of Directors is responsible for the duties and functions
pengurusan dan pengelolaan Perseroan. Sesuai dengan Anggaran of managing and managing the Company. In accordance with the
Dasar Perseroan, dalam hal pembagian tugas dan fungsi Direksi Company’s Articles of Association, in the event that the division of
tidak ditentukan oleh RUPS, maka pembagian tugas dan fungsi duties and functions of the Board of Directors is not determined by the
Direksi ditetapkan berdasarkan keputusan Direksi. Oleh karenanya GMS, the division of duties and functions of the Board of Directors is
setiap anggota Direksi bertanggung jawab atas pelaksanaan tugas determined based on the decision of the Board of Directors. Therefore,
dan fungsinya tersebut masing-masing. Dalam menjalankan each member of the Board of Directors is responsible for carrying
tugasnya yang berkaitan dengan pengurusan Perseroan, maka out their respective duties and functions. In carrying out its duties
Direksi juga bertindak mewakili Perseroan baik di dalam maupun relating to the management of the Company, the Board of Directors
di luar pengadilan tentang segala hal dan segala kejadian dengan also acts to represent the Company both inside and outside the court
pembatasan sebagaimana ditentukan dalam Anggaran Dasar of all matters and all events with restrictions as determined in the
Perseroan. Company’s Articles of Association.

Direksi bertugas menjalankan segala tindakan yang berkaitan The Board of Directors is tasked with carrying out all actions
dengan pengurusan Perseroan untuk kepentingan Perseroan related to the management of the Company for the benefit of
dan sesuai dengan maksud dan tujuan Perseroan serta the Company and in accordance with the aims and objectives
mewakili Perseroan baik di dalam maupun di luar pengadilan of the Company and representing the Company both inside and
tentang segala hal dan segala kejadian dengan pembahasan outside the court of all matters and all events with discussion
sebagaimana ditentukan dalam Anggaran Dasar Perseroan. as determined in the Company’s Articles of Association.
Berdasarkan ketentuan Anggaran Dasar Perseroan Pasal 12 Based on the provisions of the Company’s Articles of
ayat (2) huruf (b), Direksi berkewajiban untuk: Association Article 12 paragraph (2) letter (b), the Directors
are obliged to:
1. Mengusahakan dan menjamin terlaksananya usaha dan 1. Try and guarantee the implementation of the Company’s
kegiatan Perseroan sesuai dengan maksud dan tujuan business and activities in accordance with the aims and
serta kegiatan usahanya; objectives as well as its business activities;
2. Menyiapkan pada waktunya Rencana Jangka Panjang 2. Preparing in time the Company’s Long-Term Plan,
Perseroan, Rencana Kerja dan Anggaran Tahunan Work Plan and Annual Budget of the Company and
Perseroan dan Rencana Kerja lainnya serta perubahannya other Work Plans as well as the amendments to be
untuk disampaikan kepada Dewan Komisaris dan submitted to the Board of Commissioners and obtain
mendapatkan persetujuan Dewan Komisaris; the approval of the Board of Commissioners;
3. Membuat daftar pemegang saham, daftar khusus, 3. Make a list of shareholders, special list, minutes of the
risalah RUPS, dan risalah rapat Direksi; GMS, and minutes of the Board of Directors’ meetings;
4. Membuat Laporan Tahunan yang antara lain berisi 4. Making Annual Reports which, among others, contain
Laporan Keuangan, sebagai wujud pertanggungjawaban Financial Statements, as a form of accountability
pengurusan Perseroan, serta dokumen keuangan for the management of the Company, as well as the
Perseroan sebagaimana dimaksud dalam Undang- Company’s financial documents as referred to in the
undangan tentang Dokumen Perseroan; Law on Company Documents;
5. Menyusun Laporan Keuangan berdasarkan Standar 5. Prepare Financial Statements based on Financial
Akuntansi Keuangan dan menyerahkan kepada Akuntan Accounting Standards and submit to Public Accountants
Publik untuk diaudit; to be audited;
6. Menyampaikan Laporan Tahunan setelah ditelaah oleh 6. Submitting the Annual Report after being reviewed
Dewan Komisaris dalam jangka waktu paling lambat by the Board of Commissioners no later than 5 (five)
5 (lima) bulan setelah tahun buku Perseroan berakhir months after the end of the Company’s fiscal year to
kepada RUPS untuk disetujui dan disahkan; the GMS for approval and approval;
7. Memberikan penjelasan kepada RUPS mengenai 7. Provide an explanation to the GMS regarding the
Laporan Tahunan; Annual Report;
8. Menyampaikan Neraca dan Laporan Laba Rugi yang 8. Delivering Balance Sheet and Income Statement which
telah disahkan oleh RUPS kepada Menteri di bidang has been ratified by the GMS to the Minister of Law
hukum sesuai dengan ketentuan peraturan perundang- in accordance with the provisions of the legislation;
undangan;
9. Menyusun laporan lainnya yang diwajibkan oleh 9. Compile other reports that are required by statutory
ketentuan peraturan perundang-undangan; provisions;
10. Memelihara daftar pemegang saham, daftar khusus, 10. Maintain a register of shareholders, special register, minutes
risalah RUPS, risalah rapat Dewan Komisaris dan of the GMS, minutes of the Board of Commissioners
risalah rapat Direksi, Laporan Tahunan dan dokumen ‘meetings and minutes of the Board of Directors’ meetings,
keuangan Perseroan dan dokumen perseroan lainnya; Annual Reports and financial documents of the Company
and other company documents;
11. Menyimpan di tempat kedudukan Perseroan: daftar 11. Keeping in the Company’s place of domicile: list of
pemegang saham, daftar khusus, risalah RUPS, risalah shareholders, special register, minutes of the GMS,
rapat Dewan Komisaris dan risalah rapat Direksi, minutes of meetings of the Board of Commissioners and
Laporan Tahunan dan dokumen keuangan Perseroan minutes of meetings of the Board of Directors, Annual
dan dokumen perseroan lainnya; Report and financial documents of the Company and
other company documents;
12. Mengadakan dan memelihara pembukuan dan 12. Organizing and maintaining the books and
administrasi Perseroan sesuai dengan kelaziman yang administration of the Company in accordance with
berlaku bagi suatu Perseroan; the prevailing norms for a Company;

13. Menyusun sistem akuntansi sesuai dengan SAK dan 13. Develop an accounting system in accordance with
berdasarkan prinsip-prinsip pengendalian intern, SAK and based on the principles of internal control,
terutama fungsi pengurusan, pencatatan, penyimpanan especially the functions of management, recording,
dan pengawasan; storage and supervision;
14. Memberikan laporan berkala menurut cara dan waktu 14. Provide periodic reports according to the manner
sesuai dengan ketentuan yang berlaku, serta laporan and time in accordance with applicable regulations,
lainnya setiap kali diminta oleh Dewan Komisaris dan/ as well as other reports whenever requested by the
atau pemegang saham Seri A Dwiwarna, dengan Board of Commissioners and / or Dwiwarna Series
memperhatikan peraturan perundang-undangan A shareholders, with due regard to the laws and
khususnya peraturan di bidang Pasar Modal yang regulations, particularly those in the applicable Capital
berlaku; Market;
15. Menyiapkan susunan organisasi Perseroan lengkap 15. Prepare the Company’s organizational structure,
dengan perincian dan tugasnya; complete with details and duties;
16. Memberikan penjelasan tentang segala hal yang 16. Provide an explanation of everything asked or requested
ditanyakan atau yang diminta anggota Dewan Komisaris by members of the Board of Commissioners and
dan pemegang saham Seri A Dwiwarna, dengan Dwiwarna Series A shareholders, taking into account
memperhatikan peraturan perundang-undangan the laws and regulations, particularly those in the
khususnya peraturan di bidang Pasar Modal yang berlaku; applicable Capital Market;
17. Menjalankan kewajiban-kewajiban lainnya sesuai 17. Carry out other obligations in accordance with the
dengan ketentuan yang diatur dalam Anggaran Dasar provisions stipulated in the Articles of Association
dan yang ditetapkan oleh RUPS. and those stipulated by the GMS.
WEWENANG DIREKSI AUTHORITY OF THE BOARD OF DIRECTORS

Dalam menjalankan tugasnya, sesuai dengan ketentuan In carrying out its duties, in accordance with the provisions of
Anggaran Dasar Perseroan Pasal 12 ayat (2) huruf (a), the Company’s Articles of Association Article 12 paragraph
Direksi mempunyai hak dan kewenangan antara lain: (2) letter (a), the Board of Directors has the rights and
authorities, among others:
1. Menetapkan kebijakan yang dipandang tepat dalam 1. Establish policies that are deemed appropriate in the
kepengurusan Perseroan; management of the Company;
2. Mengatur penyerahan kekuasaan Direksi untuk mewakili 2. Arranging the transfer of authority of the Board of
Perseroan di dalam dan di luar pengadilan kepada seorang Directors to represent the Company in and out of court
atau beberapa orang yang khusus ditunjuk untuk itu to one or several persons specifically appointed for
termasuk pekerja Perseroan baik sendiri-sendiri maupun this, including the Company’s employees, individually
bersama-sama dan/atau pihak lain; or jointly and / or other parties;
3. Mengatur ketentuan tentang pegawai Perseroan, termasuk 3. Regulates provisions regarding Company employees,
penetapan upah, pensiun atau jaminan hari tua dan including the determination of wages, pensions or old
penghasilan lain bagi pegawai Perseroan berdasarkan age benefits and other income for employees of the
peraturan perundang-undangan yang berlaku; Company based on applicable laws and regulations;
4. Mengangkat dan memberhentikan pegawai Perseroan 4. To appoint and dismiss Company employees based
berdasarkan peraturan ketenagakerjaan Perseroan on the Company’s labor regulations and applicable
dan peraturan perundang-undangan yang berlaku; laws and regulations;
5. dan memberhentikan Sekretaris Perusahaan dan/atau 5. To appoint and dismiss the Corporate Secretary and
Kepala Satuan Pengawas Intern dengan persetujuan / or Head of the Internal Supervisory Unit with the
Dewan Komisaris; approval of the Board of Commissioners;
6. Menghapusbukukan piutang macet dengan ketentuan 6. Write off bad debts with the provisions as stipulated in
sebagaimana diatur dalam Anggaran Dasar Perseroan the Company’s Articles of Association and subsequently
dan selanjutnya dilaporkan kepada Dewan Komisaris report to the Board of Commissioners for further
untuk selanjutnya dipertanggungjawabkan dalam accountability in the Annual Report.
Laporan Tahunan;
7. Tidak menagih lagi piutang bunga, denda, ongkos- 7. No longer collecting interest receivables, fines, fees
ongkos dan piutang lainnya di luar pokok yang and other receivables outside the principal carried
dilakukan dalam rangka restrukturisasi dan/atau out in the context of restructuring and / or settling
penyelesaian piutang serta perbuatan-perbuatan lain receivables and other actions in the context of resolving
dalam rangka penyelesaian piutang Perseroan dengan the Company’s receivables with the obligation to report
kewajiban melaporkan kepada Dewan Komisaris; to the Board of Commissioners.

8. Melakukan segala tindakan dan perbuatan lainnya 8. Performing all other actions and actions regarding
mengenai pengurusan maupun pemilikan kekayaan the management and ownership of the Company’s
Perseroan, mengikat Perseroan dengan pihak lain dan/ assets, binding the Company with other parties and
atau pihak lain dengan Perseroan, termasuk namun / or other parties with the Company, including but
tidak terbatas pada optimalisasi pemanfaatan aset not limited to optimizing the utilization of Company
Perseroan, dengan pembatasan sebagaimana diatur assets, with restrictions as regulated in statutory
dalam peraturan perundang-undangan, Anggaran regulations, Articles of Association Company and /
Dasar Perseroan dan/atau Keputusan RUPS. or GMS Decision.
MASA JABATAN DIREKSI THE TERM OF OFFICE OF THE BOARD OF

DIRECTORS
Pengangkatan anggota Direksi adalah melalui RUPS. The appointment of members of the Board of Directors is
Anggota Direksi diangkat untuk jangka waktu terhitung through the GMS. Members of the Board of Directors are
sejak tanggal ditetapkan oleh RUPS yang mengangkatnya appointed for a period from the date of stipulation by the
dan berakhir pada penutupan RUPS Tahunan yang ke-5 GMS that appoints them and ends at the close of the 5th
(lima) setelah tanggal pengangkatannya, dengan syarat (five) Annual GMS after the date of their appointment, with
tidak boleh melebihi jangka waktu 5 (lima) tahun, dan the condition that they do not exceed 5 (five) years, and
dapat diangkat kembali untuk satu kali masa jabatan. Masa can be reappointed for one times tenure. The term of office
jabatan anggota Direksi tersebut tidak mengurangi hak of the members of the Board of Directors does not reduce
dari RUPS untuk memberhentikan para anggota Direksi the right of the GMS to dismiss the members of the Board
sebelum masa jabatannya berakhir. of Directors before the term of office expires.
KRITERIA DIREKSI CRITERIA OF THE BOARD OF DIRECTORS

Kriteria bagi calon anggota Direksi Perseroan sesuai dengan The criteria for prospective members of the Company’s Board of
Board Manual adalah sebagai berikut: Directors in accordance with the Board Manual are as follows:
1. Memiliki akhlak dan moral serta integritas yang baik. 1. Having good character and morals and integrity.
2. Cakap melakukan perbuatan hukum. 2. Competent in carrying out legal actions.
3. Dalam 5 (lima) tahun sebelum pengangkatan dan 3. Within 5 (five) years before appointment and during
selama menjabat: his tenure:
a. Tidak pernah dinyatakan pailit; a. Never declared bankrupt;
b. Tidak pernah menjadi anggota Direksi dan/ b. Never been a member of the Board of Directors
atau Dewan Komisaris dari Perseroan dimana and / or Board of Commissioners of the Company
pengadilan menetapkan bahwa Direksi atau where the court determines that the Board of
Dewan Komisaris bertanggung jawab atas pailitnya Directors or the Board of Commissioners is
Perseroan; responsible for the Company’s bankruptcy;
c. Tidak pernah dihukum karena melakukan tindakan c. Never been convicted of a criminal offense that
pidana yang menyebabkan kerugian negara dan/ caused state losses and / or related to the financial
atau yang berkaitan dengan sektor keuangan; dan sector; and
d. Tidak pernah menjadi anggota Direksi dan/atau d. Never been a member of the Board of Directors
anggota Dewan Komisaris yang selama menjabat: and / or members of the Board of Commissioners
who during his tenure:
i. Pernah tidak menyelenggarakan RUPS i. Never held an annual GMS;
tahunan; ii. ii. His responsibilities as a member of the
ii. Pertanggungjawabannya sebagai anggota Board of Directors and / or member of the
Direksi dan/atau anggota Dewan Komisaris Board of Commissioners have never been
pernah tidak diterima oleh RUPS atau pernah accepted by the GMS or have not given
tidak memberikan pertanggungjawaban accountability as a member of the Board of
sebagai anggota Direksi dan/atau anggota Directors and / or member of the Board of
Dewan Komisaris kepada RUPS; dan Commissioners to the GMS; and
iii. Pernah menyebabkan perusahaan yang iii. iii. Has caused companies that obtained
memperoleh izin, persetujuan, atau licenses, approvals, or registrations from the
pendaftaran dari Otoritas Jasa Keuangan Financial Services Authority not to fulfill the
tidak memenuhi kewajiban menyampaikan obligation to submit annual reports and / or
laporan tahunan dan/atau laporan keuangan financial reports to the Financial Services
kepada Otoritas Jasa Keuangan. Authority.

4. Memiliki komitmen untuk mematuhi peraturan 4. Having a commitment to obey the laws and regulations.
perundang-undangan.
5. Memiliki pengetahuan dan/atau keahlian di bidang 5. Has knowledge and / or expertise in the fields required
yang dibutuhkan Perseroan. by the Company.
Selain itu, sebagaimana Peraturan Menteri BUMN No. In addition, as stated in the Minister of SOE Regulation No.
PER-03/MBU/02/2015 tentang Persyaratan, Tata Cara PER-03 / MBU / 02/2015 concerning Requirements, Procedures
Pengangkatan dan Pemberhentian Anggota Direksi Badan for Appointment and Dismissal of Members of the Board of
Usaha Milik Negara, anggota Direksi juga harus memenuhi Directors of State-Owned Enterprises, members of the Board
beberapa syarat lainnya seperti: of Directors must also fulfill several other requirements such as:
1. Bukan pengurus Partai Politik dan/atau calon anggota 1. Not a member of the management of political parties
legislatif dan/atau Anggota legislatif. Calon anggota and / or candidates for legislative members and / or
legislatif atau anggota legislatif terdiri dari calon/ legislative members. Candidates for legislative members
anggota DPR, DPD, DPRD Tingkat I, dan DPRP Tingkat II; or legislative members consist of candidates / members
2. Bukan calon kepala/wakil kepala daerah dan/atau of the DPR, DPD, Level I DPRD, and Level II DPRP;
kepala/wakil kepala daerah; 2. Not a candidate for head / deputy regional head and
3. Tidak menjabat sebagai Direksi pada BUMN yang / or head / deputy regional head;
bersangkutan Perseroan selama 2 (dua) periode 3. Does not serve as a Board of Directors of the SOE
berturut-turut; concerned Company for 2 (two) consecutive periods;
4. Memiliki dedikasi dan menyediakan waktu sepenuhnya 4. Having dedication and providing full time to do his
untuk melakukan tugasnya; dan work; and
5. Sehat jasmani dan rohani (tidak menderita suatu 5. Physically and mentally healthy (do not suffer from
penyakit yang dapat menghambat pelaksanaan tugas an illness that can hamper the implementation of
sebagai Direksi BUMN) yang dibuktikan dengan surat duties as a Director of SOEs) as evidenced by a health
keterangan sehat dari Dokter. certificate from a doctor.
Sebagai Perseroan yang bergerak dalam bidang Angkutan As a Company engaged in Commercial Air Transport,
Udara Niaga, anggota Direksi, kecuali Direktur Utama, juga members of the Board of Directors, except the President
harus memenuhi persyaratan sebagaimana ditentukan & CEO, must also meet the requirements as specified in
dalam Pasal 111 Undang-undangan Penerbangan, yaitu: Article 111 of the Aviation Law, namely:
1. Memiliki kemampuan manajerial dan operasional 1. Having managerial and operational capabilities in
pengelolaan usaha angkutan udara niaga; managing commercial air transportation businesses;
2. Telah dinyatakan lulus Uji Kepatutan dan Kelayakan 2. It has been declared passed the Decency and
oleh Menteri Perhubungan; Appropriateness Test by the Minister of Transportation;
3. Tidak pernah terlibat tindak pidana berdasarkan putusan 3. Have never been involved in a criminal act based on a
pengadilan yang mempunyai kekuatan hukum tetap court decision that has permanent legal force related
yang terkait dengan penyelenggaraan angkutan udara; to the operation of air transportation;
4. Pada saat memimpin badan usaha angkutan udara 4. When leading a commercial air transport business
niaga, badan usahanya tidak pernah dinyatakan pailit entity, its business entity has never been declared
sesuai dengan peraturan perundang-undangan. bankrupt in accordance with statutory regulations.
Di samping syarat formal, calon anggota Direksi juga harus Besides the formal requirements, prospective members of the
memenuhi persyaratan sebagai berikut: Board of Directors must also meet the following requirements:
1. Integritas dan moral, bahwa yang bersangkutan tidak 1. Integrity and morals, that the person concerned has
pernah terlibat: never been involved:
a. Perbuatan rekayasa dan praktik-praktik a. Engineering deeds and deviant practices in the
menyimpang dalam pengurusan BUMN/ management of SOEs / Companies / Institutions
Perusahaan/Lembaga tempat yang bersangkutan where the person works (dishonest);
bekerja (berbuat tidak jujur);
b. Perbuatan cidera janji yang dapat dikategorikan b. The act of breach of contract which can be
tidak memenuhi komitmen yang telah disepakati categorized as not fulfilling the commitments
dengan BUMN/Perusahaan/Lembaga tempat agreed upon with the SOE / Company / Institution
yang bersangkutan berkerja dan atau Pemegang where the relevant party works and or the
Saham (berperilaku tidak baik); Shareholders (behaving improperly);

c. Perbuatan yang dikategorikan dapat memberikan c. Acts that are categorized can provide personal
keuntungan kepada pribadi calon anggota Direksi, benefits to prospective members of the Board
pegawai BUMN/Perusahaan/Lembaga tempat yang of Directors, employees of the SOE / Company /
bersangkutan bekerja (berperilaku tidak baik); Institution where they work (behave improperly);
d. Perbuatan yang dapat dikategorikan sebagai d. Acts that can be categorized as a violation of the
pelanggaran terhadap ketentuan yang Persyaratan provisions which have stated the Conformity Test
telah dinyatakan Uji Kepatutan dan Kelayakan and Transportation Feasibility Test, do not apply
Perhubungan, tidak berlaku bagi Direktur Utama; to the President & CEO;
e. Perbuatan yang dapat dikategorikan sebagai e. Acts that can be categorized as a violation of the
pelanggaran terhadap ketentuan yang berkaitan provisions relating to the principle of managing
dengan prinsip pengurusan perusahaan yang a healthy company (behaving badly).
sehat (berperilaku tidak baik).
2. Kompetensi teknis/keahlian, bahwa bersangkutan 2. Technical competence / expertise, that the relevant
memiliki pengetahuan sebagai berikut: has the following knowledge:
a. Pengetahuan yang memadai di bidang usaha a. Adequate knowledge in the field of SOE business
BUMN yang bersangkutan; concerned;
b. Pengalaman dan keahlian di bidang pengurusan b. Experience and expertise in the field of managing
BUMN/Perusahaan/lembaga yang bersangkutan; SOEs / Companies / institutions concerned;
c. Kemampuan untuk melakukan pengelolaan c. Ability to carry out strategic management in
strategis dalam rangka pengembangan BUMN/ the framework of developing the relevant SOE /
Perusahaan/Lembaga yang bersangkutan; Company / Institution;
d. Pemahaman masalah-masalah manajemen d. Understanding of company management issues
perusahaan yang berkaitan dengan salah satu related to one of management functions;
fungsi manajemen;
e. Dedikasi dan menyediakan waktu sepenuhnya e. Dedication and provide full time to do the work.
untuk melakukan tugasnya.
3. Psikologis, bahwa calon anggota Direksi memiliki 3. Psychological, that prospective members of the Board
tingkat intelegensi dan tangkap emosional yang of Directors have an adequate level of intelligence and
memadai untuk melaksanakan tugasnya sebagai emotional level to carry out their duties as members
anggota Direksi BUMN. of the Board of Directors of SOEs.
BOARD MANUAL - DIREKSI BOARD MANUAL - BOARD OF DIRECTORS

Dalam melaksanakan tugas dan tanggung jawabnya dalam In carrying out its duties and responsibilities in carrying
menjalankan Perseroan secara efisien, efektif, transparan, out the Company efficiently, effectively, transparently,
kompeten, independen dan dapat dipertanggungjawabkan, competently, independently and accountably, in accordance
sesuai dengan peraturan perundang-undangan yang berlaku, with the applicable laws and regulations, the Board of
maka Direksi berpedoman pada Board Manual yang disahkan Directors is guided by the Board Manual which was approved
oleh Dewan Komisaris dan Direksi pada tanggal 8 Desember by the Board of Commissioners and Directors on December
2014. Board Manual bagian Direksi antara lain mengatur: 8, 2014 The Board of Directors section of the Board includes:
1. Tugas, Kewajiban dan Wewenang Direksi; 1. Duties, Obligations and Authority of the Directors;
2. Larangan; 2. Prohibition;
3. Tanggung Jawab; 3. Responsibilities;
4. Kriteria dan Komposisi Direksi; 4. Directors’ Criteria and Composition;
5. Pengangkatan dan Masa Jabatan; 5. Appointment and Tenure;
6. Pengunduran Diri dan Pemberhentian Direksi; 6. Resignation and Dismissal of the Directors;
7. Program Pengenalan Anggota Direksi yang Baru; 7. New Directors Member Recognition Program;
8. Perangkapan Jabatan Direksi; 8. Double Position of Directors;
9. Etika Bisnis dan Anti Korupsi; 9. Business Ethics and Anti-Corruption;
10. Rapat Direksi; 10. Directors’ Meetings;
11. Hubungan Direksi dengan RUPS dan Kementerian 11. Relationship between the Board of Directors with the
BUMN; GMS and the Ministry of SOEs;
12. Hubungan Direksi dan Dewan Komisaris; 12. Relationship of Directors and Board of Commissioners;
13. Hubungan Direksi dengan Komite di Bawah Dewan 13. Relationship of Directors with Committees Under the
Komisaris; Board of Commissioners;
14. Pelatihan Anggota Direksi. 14. Training of Members of the Board of Directors.

KOMPOSISI DAN DASAR PENGANGKATAN COMPOSITION AND THE BASIS OF

DIREKSI APPOINTMENT OF THE BOARD OF DIRECTORS
Sebagaimana diatur dalam ketentuan Anggaran Dasar As stipulated in the provisions of the Company’s Articles
Perseroan, Perseroan wajib memiliki sedikitnya 2 (dua) of Association, the Company is required to have at least 2
Direktur yang salah satu diantaranya bertindak sebagai (two) Directors, one of whom acts as the President & CEO.
Direktur Utama. Apabila pada suatu waktu oleh alasan If at any time for any reason, there is one or more vacant
apapun, terdapat satu atau lebih jabatan anggota Direksi positions of a member of the Board of Directors which
yang lowong yang menyebabkan anggota Direksi kurang causes less than 2 (two) Directors or no President & CEO
dari 2 (dua) Direktur atau tidak terdapat Direktur Utama or if the position of the Board of Directors is vacant at all, a
atau jika jabatan anggota Direksi lowong sama sekali, RUPS GMS must be held to appoint Directors no more than from
wajib diadakan untuk mengangkat Direktur tidak lebih dari 90 (ninety) days after the tunnel occurs. As long as the
90 (sembilan puluh) hari setelah terjadinya kelowongan. Director’s position is completely vacant and the GMS has
Selama jabatan Direktur lowong sama sekali dan RUPS not been able to fill the tunnel, the Company is temporarily
belum dapat mengisi kelowongan tersebut, untuk sementara administered by the Board of Commissioners with the same
Perseroan diurus oleh Dewan Komisaris dengan kekuasaan power and authority as the Company’s Director.
dan wewenang yang sama dengan Direktur Perseroan.
Selama tahun 2019, Komposisi anggota Direksi Perseroan During 2019, the composition of the members of the Board
mengalami beberapa kali perubahan sebagaimana penjelasan of Directors of the Company underwent several changes
berikut. as explained below.
KOMPOSISI DAN DASAR PENGANGKATAN DIREKSI COMPOSITION AND BASIS OF THE BOARD OF DIRECTORS
PERIODE 1 JANUARI-24 APRIL 2019 PERIOD 1 JANUARY-APRIL 24, 2019
Komposisi Direksi periode 1 Januari-14 April 2019 sebanyak The composition of the Directors for the period January 1-
8 (delapan) orang yang terdiri dari 1 (satu) orang Direktur April 14 2019 consists of 8 (eight) people consisting of 1
Utama dan 7 (tujuh) orang Direktur. Seluruh anggota (one) President & CEO and 7 (seven) Directors. All members
Direktur berdomisili di wilayah kerja Kantor Pusat Garuda of the Director are domiciled in the working area of the
Indonesia. Komposisi dan dasar pengangkatan Direktur Garuda Indonesia Head Office. The composition and basis
dapat dilihat pada tabel di bawah ini. for appointment of a Director can be seen in the table below.

Name Position Organizer Basis of appointment Effective date
RUPS Luar Biasa tanggal 12 September 2018

I Gusti Ngurah Askhara Direktur Utama Kementerian BUMN 12 September 2018
Extraordinary General Meeting of Shareholders
Danadiputra President & CEO Ministry of SOEs September 12, 2018
on September 12 , 2018
Direktur Niaga Kementerian BUMN 12 September 2018
Pikri Ilham Kurniansyah Extraordinary General Meeting of Shareholders
Director of Commercial Ministry of SOEs September 12, 2018
on September 12, 2018
Direktur Kargo &
Pengembangan Usaha Kementerian BUMN 12 September 2018
Mohammad Iqbal Extraordinary General Meeting of Shareholders
Director of Cargo & Ministry of SOEs September 12, 2018
Business Development
RUPS Tahunan tanggal 15 Mei 2015
Direktur Layanan Kementerian BUMN 15 Mei 2015
Nicodemus Panarung Lampe Annual General Meeting of Shareholders on
Director of Service Ministry of SOEs May 15, 2015
May 15, 2015
Direktur Operasi Kementerian BUMN 12 September 2018
Bambang Adisurya Angkasa Extraordinary General Meeting of Shareholders
Director of Operation Ministry of SOEs September 12, 2018
RUPS Tahunan tanggal 19 April 2018
Direktur Teknik Kementerian BUMN 19 April 2018
I Wayan Susena Annual General Meeting of Shareholders on
Director of Maintenance Ministry of SOEs April 19, 2018
April 19, 2018
Direktur Keuangan &
Manajemen Risiko Kementerian BUMN 12 September 2018
Fuad Rizal Extraordinary General Meeting of Shareholders
Director of Finance & Risk Ministry of SOEs September 12, 2018
Management
Direktur Human Capital Kementerian BUMN 12 September 2018
Heri Akhyar Extraordinary General Meeting of Shareholders
Director of Human Capital Ministry of SOEs September 12, 2018

PERIODE 24 APRIL-5 DESEMBER 2019 DIRECTORS PERIOD 24 APRIL-5 DECEMBER 2019
Melalui RUPS Tahunan tanggal 24 April 2019, RUPS Through the Annual General Meeting of Shareholders
memberhentikan Bapak I Wayan Susena sebagai Direktur on April 24, 2019, the General Meeting of Shareholders
Teknik dan Bapak Nicodemus Panarung Lampe sebagai dismissed Mr. I Wayan Susena as Technical Director and
Direktur Layanan. Selain itu RUPS mengangkat Bapak Iwan Mr. Nicodemus Panarung Lampe as Director of Services.
Joeniarto sebagai Direktur Teknik dan Layanan. Sehingga Besides the RUPS appointed Mr. Iwan Joeniarto as Director
komposisi Direksi periode 24 April-5 Desember 2019 of Engineering and Services. So that the composition of the
sebanyak 7 (tujuh) orang yang terdiri dari 1 (satu) orang Directors for the period April 24 - December 5 2019 was 7
Direktur Utama dan 6 (enam) orang Direktur. Seluruh (seven) people consisting of 1 (one) President & CEO and
anggota Direktur berdomisili di wilayah kerja Kantor Pusat 6 (six) Directors. All members of the Director are domiciled
Garuda Indonesia. Komposisi dan dasar pengangkatan in the working area of the Garuda Indonesia Head Office.
Direktur dapat dilihat pada tabel di bawah ini. The composition and basis for appointment of a Director
can be seen in the table below.

Name Position Organizer Basis of appointment Effective Date

I Gusti Ngurah Askhara Direktur Utama Kementerian BUMN 12 September 2018
Danadiputra President & CEO Ministry of SOEs September 12, 2018
Direktur Niaga Kementerian BUMN 12 September 2018
Pikri Ilham Kurniansyah Extraordinary General Meeting of Shareholders
Director of Commercial Ministry of SOEs September 12, 2018
Direktur Kargo &
Pengembangan Usaha Kementerian BUMN 12 September 2018
Mohammad Iqbal Extraordinary General Meeting of Shareholders
Director of Cargo & Business Ministry of SOEs September 12, 2018
Development
Bambang Adisurya Direktur Operasi Kementerian BUMN 12 September 2018
Angkasa Director of Operation Ministry of SOEs September 12, 2018
Direktur Keuangan &
Manajemen Risiko Kementerian BUMN 12 September 2018
Fuad Rizal Extraordinary General Meeting of Shareholders
Director of Finance & Risk Ministry of SOEs September 12, 2018
Management
Direktur Human Capital Kementerian BUMN 12 September 2018
Heri Akhyar Extraordinary General Meeting of Shareholders
Director of Human Capital Ministry of SOEs September 12, 2018
Direktur Teknik dan Layanan RUPS Tahunan tanggal 24 April 2019
Kementerian BUMN 24 April 2019
Iwan Joeniarto Director of Maintenance & Annual General Meeting of Shareholders on
Ministry of SOEs April 24, 2018
Services April 24, 2019
PERIODE 5 DESEMBER – 9 DESEMBER 2019 DIRECTORS PERIOD 5 DECEMBER - 9 DECEMBER 2019
Berdasarkan Surat Keputusan Dewan Komisaris Perseroan Based on the Decree of the Company’s Board of
No. DEKOM/SKEP/010/2019 tanggal 5 Desember 2019 dan Commissioners No. DEKOM / SKEP / 010/2019 dated 5
berdasarkan Surat Keputusan Dewan Komisaris Perseroan December 2019 and based on the Decree of the Company’s
No. DEKOM/SKEP/011/2019 tanggal 5 Desember 2019, Board of Commissioners No. DEKOM / SKEP / 011/2019
Bapak I Gusti Ngurah Askhara Danadiputra sebagai Direktur dated 5 December 2019, Mr. I Gusti Ngurah Askhara
Utama diberhentikan sementara oleh Dewan Komisaris serta Danadiputra as President & CEO was suspended by the Board
menetapkan Bapak Fuad Rizal sebagai Pelaksana Tugas of Commissioners and appointed Mr. Fuad Rizal as Acting
Direktur Utama. Sehingga komposisi Direksi periode 5 Director General. So that the composition of the Board of
Desember-9 Desember 2019 sebanyak 6 (enam) orang yang Directors for the period of 5 December - 9 December 2019
terdiri dari 1 (satu) orang Direktur Keuangan & Manajemen is as many as 6 (six) people consisting of 1 (one) Finance &
Risiko sekaligus Pelaksana Tugas Direktur Utama dan 5 Risk Management Director as well as the Managing Director’s
(lima) orang Direktur. Seluruh anggota Direktur berdomisili Duties and 5 (five) Directors. All members of the Director
di wilayah kerja Kantor Pusat Garuda Indonesia. Komposisi are domiciled in the working area of the Garuda Indonesia
dan dasar pengangkatan Direktur dapat dilihat pada tabel Head Office. The composition and basis for appointment
di bawah ini. of a Director can be seen in the table below.


Fuad Rizal Direktur Keuangan & Manajemen Kementerian BUMN RUPS Luar Biasa tanggal 12 September 2018 12 September 2018
Risiko sekaligus Pelaksana Tugas Ministry of SOEs Extraordinary General Meeting of Shareholders September 12, 2018
Direktur Utama on September 12, 2018
Director of Finance & Risk
Management and acting
President & CEO
Pikri Ilham Direktur Niaga Kementerian BUMN RUPS Luar Biasa tanggal 12 September 2018 12 September 2018
Kurniansyah Director of Commercial Ministry of SOEs Extraordinary General Meeting of Shareholders September 12, 2018
Mohammad Direktur Kargo & Pengembangan Kementerian BUMN RUPS Luar Biasa tanggal 12 September 2018 12 September 2018
Iqbal Usaha Ministry of SOEs Extraordinary General Meeting of Shareholders September 12, 2018
Usaha Director of Cargo & on September 12, 2018
Bambang Direktur Operasi Kementerian BUMN RUPS Luar Biasa tanggal 12 September 2018 12 September 2018
Adisurya Director of Operation Ministry of SOEs Extraordinary General Meeting of Shareholders September 12, 2018
Angkasa on September 12, 2018
Heri Akhyar Direktur Human Capital Kementerian BUMN RUPS Luar Biasa tanggal 12 September 2018 12 September 2018
Director of Human Capital Ministry of SOEs Extraordinary General Meeting of Shareholders September 12, 2018
Iwan Joeniarto Direktur Teknik dan Layanan. Kementerian BUMN RUPS Tahunan tanggal 24 April 2019 24 April 2019
Director of Maintenance & Ministry of SOEs Annual General Meeting of Shareholders April 24, 2018
Service on April 24, 2019
PERIODE 9 DESEMBER-31 DESEMBER 2019 DIRECTORS PERIOD 9 DECEMBER-31 DECEMBER 2019
Berdasarkan Surat Keputusan Dewan Komisaris Perseroan Based on the Decree of the Company’s Board of Commissioners
No. DEKOM/SKEP/012/2019, DEKOM/SKEP/013/2019, No. DEKOM / SKEP / 012/2019, DEKOM / SKEP / 013/2019,
DEKOM/SKEP/014/2019 DEKOM/SKEP/015/2019 tanggal 9 DEKOM / SKEP / 014/2019 DEKOM / SKEP / 015/2019 dated
Desember 2019, Dewan Komisaris memberhentikan sementara 9 December 2019, the Board of Commissioners suspended
Bapak Mohammad Iqbal, Bapak Bambang Adisurya Angkasa, Mr. Mohammad Iqbal, Mr. Bambang Adisurya Angkasa, Mr.
Bapak Heri Akhyar, dan Bapak Iwan Joeniarto. Selanjutnya, Heri Akhyar, and Mr. Iwan Joeniarto. Furthermore, the Board
.Selanjutnya, Dewan Komisaris melalui Surat Keputusan Dewan of Commissioners through the Board of Commissioners Decree
Komisaris No. DEKOM/SKEP/016/2019 tentang Penetapan No. DEKOM / SKEP / 016/2019 concerning the Determination
Pelaksana Tugas Direksi-Direksi PT Garuda Indonesia (Persero) of the Acting Duties of the Directors of PT Garuda Indonesia
Tbk tanggal 9 Desember 2019 menetapkan Bapak Fuad Rizal (Persero) Tbk dated December 9, 2019 stipulating Mr. Fuad
sebagai Pelaksana Tugas Direktur Utama, Pelaksana Tugas Rizal as Acting President & CEO, Acting Technical & Service
Direktur Teknik & Layanan dan Pelaksana Tugas Direktur Director and Acting Operational Director and Mr. Pikri Ilham
Operasi serta Bapak Pikri Ilham Kurniansyah sebagai Pelaksana Kurniansyah as Acting Director of Human Capital and Acting
Tugas Direktur Human Capital dan Pelaksana Tugas Direktur Director of Cargo & Business Development.
Kargo & Pengembangan Usaha.
Sehingga komposisi Direksi periode 9 Desember-31 So that the composition of the Board of Directors for the
Desember 2019 sebanyak 2 (dua) orang yang terdiri dari period of 9 December-31 December 2019 was 2 (two)
1 (satu) orang Direktur Keuangan & Manajemen Risiko people consisting of 1 (one) Director of Finance & Risk
sekaligus Pelaksana Tugas Direktur Utama, Pelaksana Management as well as Acting President & CEO, Acting
Tugas Direktur Teknik & Layanan dan Pelaksana Tugas Director of Engineering & Services and Acting Director of
Direktur Operasi dan 1 (satu) orang Direktur Niaga sekaligus Operations and 1 ( one) a Director of Commercial as well
Pelaksana Tugas Direktur Human Capital dan Pelaksana as Acting Director of Human Capital and Acting Director of
Tugas Direktur Kargo & Pengembangan Usaha. Seluruh Cargo & Business Development. All members of the Director
anggota Direktur berdomisili di wilayah kerja Kantor Pusat are domiciled in the working area of the Garuda Indonesia
Garuda Indonesia. Komposisi dan dasar pengangkatan Head Office. The composition and basis for appointment
Direktur dapat dilihat pada tabel di bawah ini. of a Director can be seen in the table below.


Fuad Rizal Direktur Keuangan & Kementerian BUMN RUPS Luar Biasa tanggal 12 12 September 2018
Manajemen Risiko sekaligus Ministry of SOEs September 2018 September 12, 2018
Pelaksana Tugas Direktur Extraordinary General Meeting
Utama, Pelaksana Tugas of Shareholders on September
Direktur Teknik & Layanan 12, 2018
dan Pelaksana Tugas Direktur
Operasi
Director of Finance & Risk
Management concurrently
Acting President &
CEO, Acting Director of
Maintenance & Services, and
Acting Director of Operation
Pikri Ilham Direktur Niaga sekaligus Kementerian BUMN RUPS Luar Biasa tanggal 12 12 September 2018
Kurniansyah Pelaksana Tugas Direktur Ministry of SOEs September 2018 September 12, 2018
Human Capital dan Pelaksana Extraordinary General Meeting
Tugas Direktur Kargo & of Shareholders on September
Pengembangan Usaha 12, 2018
Director of Commercial
concurrently Acting Director
of Human Capital and Acting
Director of Cargo & Business
Development
PROGRAM ORIENTASI BAGI DIREKSI BARU ORIENTATION PROGRAM FOR NEW BOARD OF
DIRECTORS
Anggota Direksi yang diangkat untuk pertama kalinya Members of the Board of Directors who are appointed for
wajib diberikan program pengenalan mengenai Perseroan the first time must be given an introduction to the Company
agar dapat memahami tugas dan tanggung jawab sebagai in order to understand their duties and responsibilities as a
anggota Direksi, proses bisnis Perseroan, serta dapat bekerja member of the Board of Directors, the Company’s business
selaras dengan organ Perseroan lainnya. Penyelenggaraan processes, and can work in harmony with other Company
program pengenalan merupakan tanggung jawab Sekretaris organs. The introduction of the introduction program is
Perusahaan. the responsibility of the Corporate Secretary.
Program pengenalan bagi anggota Direksi yang baru The introduction program for newly appointed members
diangkat sekurang-kurangnya mencakup: of the Board of Directors includes at least:
1. Pelaksanaan prinsip-prinsip GCG oleh Perseroan; 1. Implementation of GCG principles by the Company;
2. Gambaran mengenai Perseroan berkaitan dengan 2. The description of the Company relating to the objectives,
tujuan, sifat dan lingkup kegiatan, kinerja keuangan nature and scope of activities, financial and operating
dan operasi, strategi, rencana usaha jangka pendek performance, strategies, short-term and long-term business
dan jangka panjang, posisi kompetitif, risiko dan plans, competitive positions, risks and various other strategic
berbagai masalah strategis lainnya; issues;
3. Keterangan berkaitan dengan kewenangan yang 3. Information relating to delegated authority, internal
didelegasikan, audit internal dan eksternal, sistem dan and external audit, internal control systems and policies,
kebijakan pengendalian internal, termasuk Komite Audit; including the Audit Committee;
4. Keterangan mengenai tugas dan tanggung jawab 4. Information regarding the duties and responsibilities of
Direksi dan Dewan Komisaris. the Directors and Board of Commissioners.
Program pengenalan dapat berupa presentasi, pertemuan, The introduction program can be in the form of presentations,
kunjungan ke Perseroan dan pengkajian dokumen atau meetings, company visits and document review or other
program lainnya sesuai kebutuhan Perseroan. Program programs according to the needs of the Company. The
pengenalan dilaksanakan selambat-lambatnya 3 (tiga) introduction program shall be carried out no later than 3 (three)
bulan setelah pengangkatan Komisaris yang bersangkutan. months after the appointment of the relevant Commissioner.
Sekretaris Perusahaan telah menjalankan program The Corporate Secretary has implemented the Directors’
pengenalan Direksi pada tanggal 23 Mei 2019. introduction program on May 23, 2019.

PEMBIDANGAN TUGAS DIREKSI DIRECTOR’S ASSIGNMENT
Adapun pembidangan tugas Direksi adalah sebagai berikut. The assignment of duties for the Directors is as follows.
Berhak dan berwenang bertindak untuk dan atas nama Direksi dalam rangka menjalankan pengurusan untuk
kepentingan Perseroan sesuai dengan maksud dan tujuan Perseroan serta mewakili Perseroan.
Direktur Utama
Has the right and authority to act for and on behalf of the Board of Directors in order to carry out management
President & CEO
for the interests of the Company in accordance with the aims and objectives of the Company and to represent the
Company.
Melaksanakan kepengurusan di Bidang/Direktorat Operasi termasuk menyetujui dan memutuskan segala
hal terkait dengan tanggung jawab dan kewenangan di Bidang/Direktorat Operasi dan menandatangani
setiap dokumen termasuk tetapi tidak terbatas pada setiap perjanjian yang berkenaan dengan pelaksanaan
Direktur Operasi
kepengurusan tersebut.
Carry out management in the Field / Directorate of Operation including approving and deciding all matters related
to responsibilities and authorities in the Field / Directorate of Operation and signing every document including but
not limited to any agreement relating to the implementation of the management.
Melaksanakan kepengurusan di Bidang/Direktorat Keuangan dan Manajemen Risiko, termasuk menyetujui dan
memutuskan segala hal yang terkait dengan tanggung jawab dan kewenangan di Bidang/Direktorat Keuangan dan
Manajemen Risiko, dan menandatangani setiap dokumen termasuk tetapi tidak terbatas pada setiap perjanjian
Direktur Keuangan & Manajemen Risiko yang berkenaan dengan pelaksanaan kepengurusan tersebut.
Director of Finance & Risk Management Carry out management in the Field / Directorate of Finance and Risk Management, including approving and
deciding all matters related to responsibilities and authorities in the Division / Directorate of Finance and
Risk Management, and signing every document including but not limited to any agreement relating to the
implementation of the management.
Melaksanakan kepengurusan di Bidang/Direktorat Human Capital, termasuk menyetujui dan memutuskan segala
hal terkait dengan tanggung jawab dan kewenangan di Bidang/Direktorat Human Capital, Pengadaan Barang
dan Jasa, Learning & Development dan menandatangani setiap dokumen termasuk tetapi tidak terbatas pada
Direktur Human Capital perjanjian yang berkenaan dengan pelaksanaan kepengurusan tersebut.
Director of Human Capital Implement management in the Field / Directorate of Human Capital, including approving and deciding all matters
related to responsibilities and authorities in the Field / Directorate of Human Capital, Procurement of Goods and
Services, Learning & Development and signing any documents including but not limited to agreements relating to
the implementation the stewardship.
Melaksanakan kepengurusan di Bidang/Direktorat Teknik dan Layanan, termasuk menyetujui dan memutuskan
segala hal terkait dengan tanggung jawab dan kewenangan di Bidang/Direktorat Teknik dan Layanan serta
menandatangani setiap dokumen termasuk tetapi tidak terbatas pada setiap perjanjian yang berkenaan dengan
Direktur Teknik & Layanan pelaksanaan kepengurusan tersebut.
Director of Maintenance & Services Carry out management in the Field / Directorate of Maintenance and Services, including approving and deciding
all matters related to responsibilities and authorities in the Field / Directorate of Maintenance and Laynan
and signing any documents including but not limited to any agreements relating to the implementation of the
management.
Melaksanakan kepengurusan di Bidang/Direktorat Kargo dan Pengembangan Usaha, termasuk menyetujui
dan memutuskan segala hal terkait dengan tanggung jawab dan kewenangan di Bidang/Direktorat Kargo dan
Pengembangan Usaha dan menandatangani setiap dokumen termasuk tetapi tidak terbatas pada setiap perjanjian
Direktur Kargo & Pengembangan Usaha
yang berkenaan dengan pelaksanaan kepengurusan tersebut.
Carry out management in the Field / Directorate of Cargo and Business Development, including approving
Development
and deciding all matters related to responsibilities and authorities in the Sector / Directorate of Cargo and
Business Development and signing every document including but not limited to any agreements relating to the
implementation of the management.
Melaksanakan kepengurusan di Bidang/Direktorat Niaga, termasuk menyetujui dan memutuskan segala hal terkait
dengan tanggung jawab dan kewenangan di bidang/Direktorat Niaga dan menandatangani setiap dokumen
Direktur Niaga termasuk tetapi tidak terbatas pada setiap perjanjian yang berkenaan dengan pelaksanaan kepengurusan tersebut
Director of Commercial Carry out management in the Field / Directorate of Commercial, including approving and deciding all matters
related to responsibilities and authorities in the field / Directorate of Commercial, and signing every document
including but not limited to any agreement relating to the implementation of the management
HUBUNGAN AFILIASI DIREKSI RELATIONSHIP OF THE DIRECTOR’S

AFFILIATION
Kriteria hubungan afiliasi Direksi meliputi: Criteria for the affiliation of the Directors include:
• Hubungan afiliasi antara anggota Direksi dengan • Affiliation between members of the Board of Directors
anggota Direksi lainnya. and other members of the Board of Directors.
• Hubungan afiliasi antara anggota Direksi dan anggota • Affiliation between members of the Board of Directors
Dewan Komisaris. and members of the Board of Commissioners.
• Hubungan afiliasi antara anggota Direksi dengan • Affiliation between members of the Board of Directors
Pemegang Saham Utama dan/atau Pengendali. and Major and / or Controlling Shareholders.

Hubungan afiliasi antara anggota Direksi dapat dilihat The affiliation relationship between members of the Board
sebagaimana tabel di bawah ini: of Directors can be seen as the table below:
Tabel Hubungan Afiliasi Direksi

Table of Directors’ Affiliate Relationships
Hubungan Keuangan, Keluarga dan Kepengurusan Komisaris
Financial, Family Relations and Management of Commissioners
Hubungan Keuangan Dengan Hubungan Keluarga Dengan
Hubungan
Financial Relationship with Family Relationship with
Kepengurusan
Periode Jabatan Pemegang Perusahaan
Pemegang
Selama Tahun Dewan Dewan Saham lainnya
Nama Jabatan Saham
2019 Komisaris Direksi Komisaris Direksi Pengendali Other Company
Pengendali
Name Position Board of Directors Board of Directors Share
Position period Share holders Management
Commissioners Commissioners holders
for 2019 controller Relationship
controller
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak

yes No yes No yes No yes No yes No yes No yes No
I Gusti Ngurah Direktur Utama 1 Januari – 5 √ √ √ √ √ √ √
Askhara President & CEO Desember 2019
Danadiputra Jan 1-Dec 5
2019
Fuad Rizal* Plt. Direktur Utama/ 1 Januari – 31 √ √ √ √ √ √ √

Direktur Keuangan dan Desember 2019
Manajemen Jan 1-Dec 31
Risiko/Plt. Direktur 2019
Operasi/Plt. Direktur
Teknik dan Layanan.
Acting President & CEO/
Director of Finance &
Risk Management/Acting
Director of Operation/
Acting Director of
Maintenance & Service
Pikri Ilham Direktur Niaga/Plt. 1 Januari – 31 √ √ √ √ √ √ √

Kurniansyah** Direktur Kargo dan Desember 2019
Pengembangan Usaha/ Jan 1-Dec 31
Plt. Direktur Human 2019
Capital
Director of Commercial /
acting Director of Cargo
& Business Development/
acting Director of Human
Capital
Mohammad Direktur Kargo & 1 Januari – 9 √ √ √ √ √ √ √

Iqbal Pengembangan Usaha Desember 2019
Director of Cargo & Jan 1-Dec 9
Business Development 2019
Nicodemus Direktur Layanan 1 Januari – 24 √ √ √ √ √ √ √

Panarung Director of Services April 2019
Lampe Jan 1-April 24
2019
Bambang Direktur Operasi 1 Januari – 9 √ √ √ √ √ √ √

Adisurya Director of Operation Desember 2019
Angkasa Jan 1-Dec 9
2019
I Wayan Direktur Teknik 1 Januari – 24 √ √ √ √ √ √ √

Susena Director of Maintenance April 2019
April 24 2019
Heri Akhyar Direktur Human Capital 1 Januari – 9 √ √ √ √ √ √ √

Director of Human Capital Desember 2019
Jan 1-Dec 9
2019
Iwan Joeniarto Direktur Teknik dan 24 April – 9 √ √ √ √ √ √ √

Layanan Desember 2019
Director of Maintenance April 24-Dec 9
& Services 2019
*Ditetapkan sebagai Pelaksana Tugas Direktur Utama, Pelaksana Tugas Direktur Teknik & Layanan dan Pelaksana Tugas Direktur Operasi berdasarkan Surat Keputusan Dewan
Komisaris (i) No. DEKOM/SKEP/011/2019 perihal Penetapan Pelaksana Tugas Direktur Utama PT Garuda Indonesia (Persero) Tbk. tanggal 5 Desember 2019; dan (ii) No.
DEKOM/SKEP/016/2019 perihal Penetapan Pelaksana Tugas Direksi-Direksi PT Garuda Indonesia (Persero) Tbk tanggal 9 Desember 2019.
**Ditetapkan sebagai Pelaksana Tugas Direktur Human Capital dan Pelaksana Tugas Direktur Kargo & Pengembangan Usaha berdasarkan Surat Keputusan Dewan Komisaris
No. DEKOM/SKEP/016/2019 perihal Penetapan Pelaksana Tugas Direksi-Direksi PT Garuda Indonesia (Persero) Tbk tanggal 9 Desember 2019.
* Defined as Acting President & CEO, Acting Director of Maintenance & Services and Acting Director of Operation based on the Decree of the Board of Commissioners (i) No.
DEKOM / SKEP / 011/2019 concerning the Determination of the Acting Managing Director of PT Garuda Indonesia (Persero) Tbk. December 5, 2019; and (ii) No. DEKOM /
SKEP / 016/2019 concerning the Determination of the Implementation of the Duties of Directors of PT Garuda Indonesia (Persero) Tbk on December 9, 2019.
** Defined as Acting Director of Human Capital and Acting Director of Cargo & Business Development based on Decree of the Board of Commissioners No. DEKOM / SKEP /
016/2019 concerning the Determination of the Duties of the Directors of PT Garuda Indonesia (Persero) Tbk on December 9, 2019.

KEBIJAKAN RANGKAP JABATAN DIREKSI POLICY OF BOARD OF DIRECTORS’

CONCURRENT POSITION
Untuk menghindari kemungkinan terjadi benturan To avoid the possibility of a conflict of interest, members
kepentingan, anggota Direksi dilarang memangku jabatan of the Board of Directors are prohibited from holding dual
rangkap sebagai berikut: positions as follows:
1. Anggota Direksi pada BUMN, Badan Usaha Milik 1. Members of the Board of Directors of SOEs, Regional-
Daerah, Badan Usaha Milik Swasta; Owned Enterprises, Private-Owned Enterprises;
2. Anggota Dewan Komisaris pada BUMN lain; 2. Members of the Board of Commissioners of other SOEs;
3. Jabatan struktural dan fungsional lainnya pada instansi/ 3. Other structural and functional positions in central
lembaga pemerintah pusat dana tau daerah; government agencies / institutions or regional funds;
4. Pengurus partai politik dan/atau calon/anggota 4. Management of political parties and / or candidates /
legislatif dan/atau calon kepala daerah/wakil kepala legislative members and / or candidates for regional
daerah; head / deputy regional head;
5. Jabatan lain yang dapat menimbulkan benturan 5. Other positions that can lead to a conflict of interest.
kepentingan.
Tabel Rangkap Jabatan Direksi

Table of Board of Directors’ Concurrent Position
Jabatan pada Perusahaan/Instansi Nama Perusahaan/
Periode Jabatan selama tahun
Nama Jabatan Lain Instansi Lain
2019
Name Position Position in other Companies/ Name of other Companies/
Period of Office during 2019
Institution Institution
I Gusti Ngurah Askhara Direktur Utama 1 Januari – 5 Desember 2019

- -
Danadiputra President & CEO Jan 1-Dec 5 2019
Plt. Direktur Utama/Direktur

Keuangan dan Manajemen
Risiko/Plt. Direktur Operasi/Plt.
Direktur Teknik dan Layanan.
1 Januari – 31 Desember 2019
Fuad Rizal* Acting President & CEO /Director - -
Jan 1-Dec 312019
of Finance & Risk Management/
Acting Director of Operation/
Acting Director of Maintenance
& Services
Direktur Niaga/Plt. Direktur

Kargo dan
Pengembangan Usaha/Plt.
Direktur Human Capital 1 Januari – 31 Desember 2019
Pikri Ilham Kurniansyah** - -
Director of Commercial/ Acting Jan 1-Dec 31 2019
Development/Acting Director of
Human Capital
Direktur Kargo & Pengembangan

Usaha 1 Januari – 9 Desember 2019
Mohammad Iqbal - -
Director of Cargo & Business Jan 1-Dec 9 2019
Development
Direktur Layanan 1 Januari – 24 April 2019

Nicodemus Panarung Lampe - -
Director of Services Jan 1-April 24 2019
Direktur Operasi 1 Januari – 9 Desember 2019

Bambang Adisurya Angkasa - -
Director of Operations Jan 1-Dec 9 2019
Direktur Teknik
1 Januari – 24 April 2019
I Wayan Susena Director of Maintenance & - -
Jan 1-April 24 2019
Services
Direktur Human Capital 1 Januari – 9 Desember 2019

Heri Akhyar - -
Director of Human Capital Jan 1-Dec 9 2019
Direktur Teknik dan Layanan

24 April – 9 Desember 2019
Iwan Joeniarto Director of Maintenance & - -
April 24 1-Dec 9 2019
Services
No. DEKOM/SKEP/016/2019 perihal Penetapan Pelaksanaan Tugas Direksi-Direksi PT Garuda Indonesia (Persero) Tbk tanggal 9 Desember 2019.

PENGELOLAAN BENTURAN KEPENTINGAN MANAGEMENT OF CONFLICTS OF INTEREST

DIREKSI IN THE BOARD OF DIRECTORS
Anggota Direksi dilarang melakukan tindakan yang Members of the Board of Directors are prohibited from
mempunyai unsur benturan kepentingan dan mengambil taking actions that have an element of conflict of interest
keuntungan pribadi, baik secara langsung maupun tidak and take personal benefits, either directly or indirectly
langsung dari pengambilan keputusan dan kegiatan from the decision making and management activities of
kepengurusan Perseroan yang dilakukan, selain penghasilan the Company carried out, in addition to legal income.
yang sah. Anggota Direksi tidak dapat mewakili Perseroan Members of the Board of Directors cannot represent the
dalam proses hukum antara Perseroan dengan anggota Company in the legal process between the Company and
Direksi yang bersangkutan, atau apabila anggota Direksi the member of the Board of Directors concerned, or if the
terkait memiliki benturan kepentingan dengan Perseroan. related member of the Board of Directors has a conflict of
Apabila seluruh anggota Direksi mempunyai benturan interest with the Company. If all members of the Board of
kepentingan dengan Perseroan, maka Dewan Komisaris Directors have a conflict of interest with the Company, the
dapat mewakili Perseroan. Dalam hal setiap anggota Direksi Board of Commissioners can represent the Company. In
dan Dewan Komisaris terlibat dalam proses hukum tersebut the event that each member of the Board of Directors and
dan/atau mewakili benturan kepentingan dengan Perseroan, Board of Commissioners is involved in the legal process and
maka RUPS akan menunjuk pihak lain untuk mewakili / or represents a conflict of interest with the Company, the
Perseroan. GMS will appoint another party to represent the Company.
KEPEMILIKAN SAHAM DIREKSI SHARE OWNERSHIP OF THE BOARD OF

DIRECTORS
Tabel Kepemilikan Saham Direksi
Table of Board of Directors’ Share Ownership
Kepemilikan Saham
Nama Jabatan Periode Jabatan selama tahun 2019 Shares Ownership
Name Position Period of Office during 2019
Garuda Perusahaan Lain
Indonesia Other Companies
I Gusti Ngurah Askhara Direktur Utama 1 Januari – 5 Desember 2019 Nihil Nihil
Danadiputra President & CEO January 1 - December 5 2019 Nil Nil
Plt. Direktur Utama/Direktur Keuangan dan Manajemen

Risiko/Plt. Direktur Operasi/Plt. Direktur Teknik dan
Layanan. 1 Januari – 31 Desember 2019 Nihil Nihil
Fuad Rizal*
Acting President & CEO/Director of Finance & Risk January 1 - December 31, 2019 Nil Nil
Management/Acting Director of Operation /Acting Director
of Maintenance & Service
Direktur Niaga/Plt. Direktur Kargo dan

Pengembangan Usaha/Plt. Direktur Human Capital 1 Januari – 31 Desember 2019 89,318 Nihil
Pikri Ilham Kurniansyah**
Director of Commercial/ Acting Director of Cargo & January 1 - December 31, 2019 (0.00035) Nil
Business Development/Acting Director of Human Capital
Direktur Kargo & Pengembangan Usaha 1 Januari – 9 Desember 2019 Nihil Nihil
Mohammad Iqbal
Director of Cargo & Business Development January 1 - December 9, 2019 Nil Nil
Direktur Layanan 1 Januari – 24 April 2019 Nihil Nihil

Director of Services January 1 - April 24, 2019 Nil Nil
Direktur Operasi 1 Januari – 9 Desember 2019 20,335 Nihil

Director of Operation January 1 - December 9, 2019 (0.00008%) Nil
Direktur Teknik 1 Januari – 24 April 2019 Nihil Nihil

I Wayan Susena
Director of Services Jan 1-April 24 2019 Nil Nil
Direktur Human Capital 1 Januari – 9 Desember 2019 Nihil Nihil

Heri Akhyar
Director of Human Capital January 1 - December 9, 2019 Nil Nil
Direktur Teknik dan Layanan 24 April – 9 Desember 2019 Nihil Nihil

Iwan Joeniarto
Director of Maintenance & Services April 24 - December 9, 2019 Nil Nil
No. DEKOM/SKEP/016/2019 perihal Penetapan Pelaksanaan Tugas Direksi-Direksi PT Garuda Indonesia (Persero) Tbk tanggal 9 Desember 2019.

RAPAT DIREKSI MEETING OF THE BOARD OF DIRECTORS

Rapat Direksi wajib diadakan secara berkala sekurangnya sekali Directors’ meetings must be held periodically at least once
dalam setiap bulan. Selain itu, Rapat Direksi bersama Dewan every month. In addition, the Board of Directors Meeting
Komisaris juga wajib diadakan sekurangnya 1 (satu) kali dalam with the Board of Commissioners must also be held at least
4 (empat) bulan. Rapat Direksi juga dapat terselenggara jika 1 (one) time in 4 (four) months. Directors’ meetings can also
dan ketika dianggap perlu, dimintakan secara tertulis oleh be held if and when deemed necessary, requested in writing
satu atau lebih anggota Dewan Komisaris, atau dimintakan by one or more members of the Board of Commissioners,
secara tertulis oleh satu atau lebih pemegang saham yang or requested in writing by one or more shareholders who
bersama-sama mewakili 1/10 (satu per sepuluh) atau lebih together represent 1/10 (one-tenth) or more than the total
dari jumlah seluruh saham dengan hak suara. shares with voting rights.
Rapat Direksi dilaksanakan di tempat kedudukan atau Meetings of the Directors are held at the domicile or place
tempat kegiatan usaha Perseroan. Jika tidak, maka Rapat of the Company’s business activities. If not, the Board of
Direksi hanya dianggap sah jika dilangsungkan di dalam Directors Meeting is only considered valid if it is held within
wilayah Republik Indonesia kecuali dalam hal Rapat Direksi the territory of the Republic of Indonesia except where the
diadakan melalui video konferensi, telekonferensi atau Board of Directors Meeting is held via video conference,
sarana media elektronik lainnya. teleconference or other electronic media facilities.
Sesuai dengan ketentuan dalam Anggaran Dasar Perseroan In accordance with the provisions in the Company’s Articles
yang sejalan dengan Peraturan Menteri Negara Badan Usaha of Association which are in line with the Regulation of the
Milik Negara No. PER-01/MBU/2011 tanggal 01 Agustus Minister of State Owned Enterprises No. PER-01 / MBU /
2011 tentang Penerapan Tata kelola Perusahaan yang Baik 2011 dated August 1, 2011 concerning the Implementation
(Good Corporate Governance) Pada Badan Usaha Milik of Good Corporate Governance in State-Owned Enterprises
Negara berikut perubahannya dan Peraturan Otoritas Jasa following their amendments and Regulation of the Financial
Keuangan No. 33/POJK.04/2014 tentang Direksi dan Dewan Services Authority No. 33 / POJK.04 / 2014 concerning
Komisaris Emiten atau Perusahaan Publik, pelaksanaan Directors and Board of Commissioners of Issuers or
Rapat Direksi secara berkala sekurang-kurangnya sekali Public Companies, the implementation of the Board of
dalam setiap bulan dan Rapat Direksi bersama Dewan Directors ‘Meeting at least once a month and the Board
Komisaris dilaksanakan secara berkala sekurangnya sekali of Directors’ Meetings with the Board of Commissioners is
dalam 4 (empat) bulan. held periodically at least once in 4 (four) months.
REALISASI RAPAT DIREKSI REALIZATION OF BOARD OF DIRECTORS’ MEETING

Sepanjang tahun 2019, agenda, tanggal dan peserta rapat Throughout 2019, the agenda, date and participants of
Direksi adalah sebagai berikut. the Directors’ Meeting are as follows.
Tabel Rapat Direksi

Table of Directors Meeting
No. Tanggal Agenda Peserta Rapat Hadir/Tidak Hadir Alasan ketidakhadiran
Date Agenda Meeting Participant Present/Not Present Reason for absence
1. 7 Januari 2019 1. GA Safety Performance YTE 2018 I Gusti Ngurah Askhara Danadiputra Hadir | Present -
January 7, 2019 2. Operasional
3. Update Inflight Service Pikri Ilham Kurniansyah Hadir | Present -
4. Update Right Issue PT Gapura Angkasa
5. Program Finance
6. Program Paperless Mohammad Iqbal Hadir | Present -
7. Update Rencana Acara HUT GA
8. Implementasi Kebijakan Overweight Baggage dan Nicodemus Panarung Lampe Hadir | Present -
Cabin Baggage
1. GA Safety Performance YTE 2018
Bambang Adisurya Angkasa Hadir | Present -
2. Operasional
3. Update Inflight Service
4. Update Right Issue PT Gapura Angkasa I Wayan Susena Hadir | Present -
5. Program Finance
6. Program Paperless Fuad Rizal Hadir | Present -
7. Update Rencana Acara HUT GA
8. Implementasi Kebijakan Overweight Baggage dan
Heri Akhyar Hadir | Present -
Cabin Baggage

Tabel Rapat Direksi

2. 14 Januari 2019 1. Update Komersial I Gusti Ngurah Askhara Danadiputra Hadir | Present -
January 14, 2019 2. Update Operasional
3. Update Top Up Program untuk Travel Agent Pikri Ilham Kurniansyah Hadir | Present -
4. Update Inventory Onboard Program
Mohammad Iqbal Hadir | Present -
5. Demo Aplikasi Kirim Paket
6. Persetujuan Batasan Kewenangan Direksi Nicodemus Panarung Lampe Hadir | Present -
1. Commercial Updates
2. Operational Update Bambang Adisurya Angkasa Hadir | Present -
3. Update Top Up Programs for Travel Agents
4. Update Inventory Onboard Program I Wayan Susena Hadir | Present -
5. Demo Application Send the package
Fuad Rizal Hadir | Present -
6. Approval of the Limits of Directors’ Authority
3. 19 Januari 2019 1. Strategi Fleet Restructuring I Gusti Ngurah Askhara Danadiputra Hadir | Present -
January 19, 2019 2. Program Marketing Garuda Anniversary
1. Fleet Restructuring Strategy Pikri Ilham Kurniansyah Hadir | Present -
2. Garuda Anniversary Marketing Program
Mohammad Iqbal Tidak Hadir Perjalanan Dinas
not present Business Trip
Nicodemus Panarung Lampe Hadir | Present -
I Wayan Susena Hadir | Present -
4. 21 Januari 2019 1. Safety, Healthy Lifestyle Through Running, I I Gusti Ngurah Askhara Danadiputra Hadir | Present -
January 21, 2019 Change
2. Integrasi Channel Penjualan Garuda Indonesia Pikri Ilham Kurniansyah Hadir | Present -
Group
3. Kinerja 2018 dan Potensi Risiko 2019
4. Program Karakter Building untuk Flight Attendant Nicodemus Panarung Lampe Hadir | Present -
5. Virtual Reality Experience Onboard
1. Safety, Healthy Lifestyle Through Running, I Change Bambang Adisurya Angkasa Hadir | Present -
2. Integration of the Garuda Indonesia Group Sales
Channel I Wayan Susena Hadir | Present -
3. 2018 Performance and 2019 Potential Risks
4. Character Building Program for Flight Attendants
5. Virtual Reality Experience Onboard Heri Akhyar Hadir | Present -
5. 28 Januari 2019 1. Penyediaan Pesawat Sewa Haji Tahun 2019/1440H I Gusti Ngurah Askhara Danadiputra Hadir | Present -
January 28, 2019 2. Feasibility Study Rute Denpasar – Haneda vv,
Dampak Rute Reguler Periode Haji 2019, Rute Pikri Ilham Kurniansyah Hadir | Present -
Jakarta – Istanbul vv
1. Provision of Hajj Rental Aircraft Year 2019 / 1440H
2. Feasibility Study Route Denpasar - Haneda vv, Nicodemus Panarung Lampe Hadir | Present -
Impact of the 2019 Hajj Regular Routes, Routes
Jakarta - Istanbul vv Bambang Adisurya Angkasa Hadir | Present -
Fuad Rizal Tidak Hadir Agenda lain

not present Other Agenda
6. 04 Februari 2019 1. Program IT I Gusti Ngurah Askhara Danadiputra Hadir | Present -

February 4, 2019 2. Dampak Penerbangan Haji
3. Smart Luggage Pikri Ilham Kurniansyah Hadir | Present -
4. Update Perpanjangan AOC
5. New Concept Food Center & Sport Center Garuda
Indonesia Group Nicodemus Panarung Lampe Hadir | Present -
6. Opsi Kerjasama dan Pemilihan Regulated Agent
7. Aplikasi Tau Beres Bambang Adisurya Angkasa Hadir | Present -
8. Usulan Struktur Organisasi Safety & Security
1. IT program I Wayan Susena Hadir | Present -
2. Impacts of Hajj Flights
3. Smart Luggage
4. AOC Extension Update Heri Akhyar Hadir | Present -
5. New Concept Food Center & Sport Center Garuda
Indonesia Group
6. Cooperation Options and Regulating Agent
Selection
7. Tau Beres Application
8. Proposed Safety & Security Organizational Structure

Tabel Rapat Direksi

7. 11 Februari 2019 1. Update Operasional I Gusti Ngurah Askhara Danadiputra Hadir | Present -
February 11, 2019 2. Inflight Food dan Beverage Service Improvement
3. Update Safety Video Pikri Ilham Kurniansyah Hadir | Present -
4. Program Komersial
5. Program Kerja VP
1. Operational Update Nicodemus Panarung Lampe Hadir | Present -
2. Inflight Food and Beverage Service Improvement
3. Safety Video Update Bambang Adisurya Angkasa Hadir | Present -
4. Commercial Programs
5. VP Work Program I Wayan Susena Hadir | Present -
8. 18 Februari 2019 1. Eco Safety Driving I Gusti Ngurah Askhara Danadiputra Hadir | Present -
February 18, 2019 2. GIA Mall
3. Rencana Pelaksanaan Satuan Tugas Garuda Pikri Ilham Kurniansyah Hadir | Present -
Indonesia Group
4. Update Financing
5. Training Innovation Nicodemus Panarung Lampe Hadir | Present -
6. Fleet Restructuring
1. Eco Safety Driving Bambang Adisurya Angkasa Hadir | Present -
2. GIA Mall
3. Garuda Indonesia Group Task Force Implementation I Wayan Susena Hadir | Present -
Plan
4. Financing Update
5. Innovation Training Heri Akhyar Hadir | Present -
6. Fleet Restructuring
9. 25 Februari 2019 1. Update Rute Domestik I Gusti Ngurah Askhara Danadiputra Hadir | Present -
February 25, 2019 2. Update Legal
3. Update Program Kargo Pikri Ilham Kurniansyah Hadir | Present -
4. Program Cabin Services
5. Update PT Aero Wisata
1. Update Domestic Routes Nicodemus Panarung Lampe Hadir | Present -
2. Legal Update
3. Cargo Program Update Bambang Adisurya Angkasa Hadir | Present -
4. Cabin Services Program
5. Update PT Aero Wisata I Wayan Susena Hadir | Present -
10. 4 Maret 2019 1. Update Project Rebound I Gusti Ngurah Askhara Danadiputra Hadir | Present -
March 4, 2019 2. Program Komersial
1. Update project Rebound Pikri Ilham Kurniansyah Hadir | Present -
2. Commercial Program
11. 9 Maret 2019 1. Update Aplikasi Tau Beres I Gusti Ngurah Askhara Danadiputra Hadir | Present -
March 9, 2019 2. Update Program Cargo
3. Mapping Organisasi Pikri Ilham Kurniansyah Hadir | Present -
4. Update Komersial
5. GIA Mall
1. Update the Application of Tahu Beres Nicodemus Panarung Lampe Hadir | Present -
2. Cargo Program Update
3. Organizational Mapping Bambang Adisurya Angkasa Hadir | Present -
5. GIA Mall I Wayan Susena Hadir | Present -

Tabel Rapat Direksi

12. 18 Maret 2019 1. Update Marketing I Gusti Ngurah Askhara Danadiputra Hadir | Present -
March 18, 2019 2. Proposal Pendanaan
3. Rute CRJ dan Konektivitasnya Pikri Ilham Kurniansyah Hadir | Present -
4. Rencana Pelaksanaan RUPS Tahunan Tahun Buku
2018
5. Update Operasional Nicodemus Panarung Lampe Hadir | Present -
6. Rencana Pendirian Anak Usaha GMF
1. Marketing Update Bambang Adisurya Angkasa Hadir | Present -
2. Funding Proposal
3. CRJ Routes and their Connectivity I Wayan Susena Hadir | Present -
4. Plan for holding the 2018 Annual General Meeting
of Shareholders
5. Operational Updates Heri Akhyar Hadir | Present -
6. Plan for Establishing GMF Subsidiaries
13. 29 Maret 2019 1. Garuda Aviation Learning Center I Gusti Ngurah Askhara Danadiputra Hadir | Present -
March 29, 2019 2. Fleet Restructuring
Pikri Ilham Kurniansyah Hadir | Present -
14. 30 Maret 2019 1. Fleet Restructuring I Gusti Ngurah Askhara Danadiputra Hadir | Present -
March 30, 2019 2. Program Kargo
1. Fleet Restructuring Pikri Ilham Kurniansyah Hadir | Present -
2. Cargo Program
15. 12 April 2019 1. Permohonan Persetujuan Implementasi Passenger I Gusti Ngurah Askhara Danadiputra Hadir | Present -
April 12, 2019 Revenue Accounting System (PRAS)
2. Skema Umroh 2019/2020 Pikri Ilham Kurniansyah Hadir | Present -
3. Hybrid Ancillary
4. Rute Internasional
5. Coworking Space dan Ruang VP Nicodemus Panarung Lampe Hadir | Present -
6. Materi RUPS Tahunan Tahun Buku 2018
1. Application for Approval for Implementation of Bambang Adisurya Angkasa Hadir | Present -
Passenger Revenue Accounting System (PRAS)
2. The 2019/2020 Umrah Schema I Wayan Susena Hadir | Present -
3. Hybrid Ancillary
4. International Routes
5. Coworking Space and VP Space Heri Akhyar Hadir | Present -
6. Material of Annual GMS for Fiscal Year 2018
16. 16 April 2019 Marketing News I Gusti Ngurah Askhara Danadiputra Hadir | Present -
April 16, 2019
Pikri Ilham Kurniansyah Hadir | Present -


Tabel Rapat Direksi

17. 22 April 2019 1. Penyesuaian Perlengkapan Cabin Crew I Gusti Ngurah Askhara Danadiputra Tidak Hadir Agenda lain
April 22, 2019 2. Program Operasional not present Other Agenda
3. Pengelolaan License dan Update Sentralisasi Crew
serta FOO Pikri Ilham Kurniansyah Hadir | Present -
4. Seat Reconfiguration
1. Adjustment of Cabin Crew Equipment
2. Operational Program Nicodemus Panarung Lampe Hadir | Present -
3. Managing License and Crew Centralized Update
and FOO Bambang Adisurya Angkasa Tidak Hadir Agenda lain
4. Seat Reconfiguration not present Other Agenda
18. 25 April 2019 1. Optimalisasi dan Capacity Alignment Airline Group I Gusti Ngurah Askhara Danadiputra Hadir | Present -
April 25 2019 di Q2 dan Idul Fitri
2. Creating Demand di Low Season & Optimizing Pikri Ilham Kurniansyah Hadir | Present -
Revenue di High Season
3. Strategi Baru untuk MEA dan Alignmentnya
4. GA Group Loyalty Program Integration Bambang Adisurya Angkasa Hadir | Present -
5. Human Capital Alignment di Garuda Indonesia
Group Fuad Rizal Hadir | Present -
6. Performance Q1 dan Q2 PT Citilink Indonesia
1. Optimization and Capacity Alignment of Airline Heri Akhyar Hadir | Present -
Group in Q2 and Eid
Iwan Joeniarto Hadir | Present -
2. 2. Creating Demand in Low Season & Optimizing
Revenue in High Season
3. 3. New Strategy for MEA and its Alignment
4. 4. GA Group Loyalty Integration Program
5. 5. Human Capital Alignment at Garuda Indonesia
Group
6. 6. Performance Q1 and Q2 of PT Citilink Indonesia
19. 26 April 2019 1. Performance Q1 dan Q2 PT Garuda Maintenance I Gusti Ngurah Askhara Danadiputra Hadir | Present -
April 26, 2019 Facility Aero Asia Tbk
2. Performance Q1 dan Q2 PT Garuda Maintenance Pikri Ilham Kurniansyah Hadir | Present -
PT Aero Wisata
3. Performance Q1 dan Q2 PT Gapura Angkasa
4. Performance Q1 dan Q2 PT Aero Systems Indonesia Bambang Adisurya Angkasa Hadir | Present -
5. Performance Q1 dan Q2 PT Sabre Travel Network
Indonesia Fuad Rizal Hadir | Present -
1. Performance of Q1 and Q2 of PT Garuda
Maintenance Facility Aero Asia Tbk Heri Akhyar Hadir | Present -
2. Performance of Q1 and Q2 of PT Garuda
Maintenance PT Aero Wisata
3. Performance of PT Gapura Angkasa’s Q1 and Q2
4. Performance Q1 and Q2 of PT Aero Systems
Indonesia
5. Performance of PT Saber Travel Network Indonesia’s
Q1 and Q2
20. 13 Mei 2019 1. E-Commerce Partnership PT Aero Globe Indonesia I Gusti Ngurah Askhara Danadiputra Hadir | Present -
May 13, 2019 2. Persetujuan Ramadhan Campaign
3. Hardblock China Pikri Ilham Kurniansyah Tidak Hadir Cuti
4. Persetujuan Infrastruktur SAP di Garuda Indonesia not present Paid Leave
Group
5. Progress Report Q1 Satgas Garuda Indonesia Group
6. Program Human Capital Bambang Adisurya Angkasa Hadir | Present -
1. E-Commerce Partnership of PT Aero Globe
2. Approval of the Ramadan Campaign
3. Chinese hardblock Heri Akhyar Hadir | Present -
4. Approval of SAP Infrastructure in the Garuda
Indonesia Group
5. Progress Report Q1 of the Garuda Indonesia Group
Task Force
6. Human Capital Program

Tabel Rapat Direksi

21. 22 Mei 2019 1. Passenger Revenue Accounting System (PRAS) I Gusti Ngurah Askhara Danadiputra Hadir | Present -
May 22, 2019 2. Feasibility Study Freighter
3. Program Mudik Pegawai Garuda Indonesia Pikri Ilham Kurniansyah Hadir | Present -
1. Passenger Revenue Accounting System (PRAS)
2. Feasibility Study Freighter
3. Garuda Indonesia Employee Homecoming Program Bambang Adisurya Angkasa Hadir | Present -

22. 27 Mei 2019 1. Kinerja April 2019 PT Aero Wisata I Gusti Ngurah Askhara Danadiputra Hadir | Present -
May 27, 2019 2. Kinerja April 2019 PT Aero Systems Indonesia
3. Man Power Plan 2020 Pikri Ilham Kurniansyah Hadir | Present -
4. Penyesuaian Spesifikasi Seragam Awak Kabin
5. Marketing Update
1. April 2019 Performance of PT Aero Wisata Bambang Adisurya Angkasa Hadir | Present -
2. April 2019 Performance of PT Aero Systems
3. Man Power Plan 2020
4. Adjustment of Cabin Crew Uniform Specifications Heri Akhyar Hadir | Present -
5. Marketing Update
23. 13 Juni 2019 1. Update Rute Internasional I Gusti Ngurah Askhara Danadiputra Hadir | Present -
June 13, 2019 2. Program Operasional
3. Implementasi Recording Video Inflight di Pesawat Pikri Ilham Kurniansyah Hadir | Present -
Wide Body
4. Penyesuaian Layanan Infight
5. Komprehensif Kestasiunan Branch Office Bambang Adisurya Angkasa Hadir | Present -
Internasional
6. Aplikasi Book Your Meal Fuad Rizal Hadir | Present -
7. Update Human Capital
8. Operasi Kargo Terkini Heri Akhyar Hadir | Present -
9. Route Reserve Fuel
10. Update Putusan Australian Competition and
Consumer Commission (ACCC)
11. GIA Charter Indonesia
1. Update International Routes
2. Operational Program
3. Implementation of Video Recording Inflight on Wide
Body Plane
4. Customization of Infight Services
5. Comprehensive International Branch Office
Settlement
6. Book Your Meal Application
7. Human Capital Update
8. Current Cargo Operations
10. Update on the Australian Competition and
Consumer Commission Decision (ACCC)
11. GIA Charter Indonesia
24. 20 Juni 2019 1. Fleet Assignment I Gusti Ngurah Askhara Danadiputra Hadir | Present -
June 20, 2019 2. Update Penyesuaian Rute Internasional
3. Komprehensif Kestasiunan Branch Office Pikri Ilham Kurniansyah Hadir | Present -
Internasional
1. Fleet Assignment
2. Update on International Route Adjustments Bambang Adisurya Angkasa Hadir | Present -
Settlement Fuad Rizal Tidak Hadir Agenda lain
Heri Akhyar Tidak Hadir Agenda lain


Tabel Rapat Direksi

25. 24 Juni 2019 1. Rute Internasional I Gusti Ngurah Askhara Danadiputra Hadir | Present -
June 24, 2019 2. Seat Reconfiguration
3. Garuda Sentra Medika Pikri Ilham Kurniansyah Hadir | Present -
4. Komprehensif Kestasiunan Branch Office
Internasional
5. Route Reserve Fuel Bambang Adisurya Angkasa Hadir | Present -
6. Update Garuda Indonesia Air Charter
7. Aplikasi Book Your Meal, New Apps Garuda Fuad Rizal Hadir | Present -
8. Penyesuaian Spesifikasi Seragam Awak Kabin
9. Update pendirian GITC Heri Akhyar Tidak Hadir Agenda lain
1. International Route not present Other Agenda
3. Garuda Sentra Medika
Settlement
6. Garuda Indonesia Air Charter Update
7. Book Your Meal Application, Garuda’s New Apps
8. Adjustment of Cabin Crew Uniform Specifications
9. Update the establishment of GITC
26. 26 Juni 2019 1. Seragam Awak Kabin I Gusti Ngurah Askhara Danadiputra Hadir | Present -
June 26, 2019 2. Aplikasi Book Your Meal, New Apps Garuda
3. Rute Intenasional Pikri Ilham Kurniansyah Hadir | Present -
4. Komprehensif Kestasiunan Branch Office
Internasional
5. Fleet restructuring Bambang Adisurya Angkasa Hadir | Present -
1. Uniform Cabin Crew
2. Book Your Meal application, Garuda’s New Apps Fuad Rizal Tidak Hadir Agenda lain
3. International Routes not present Other Agenda
Settlement Heri Akhyar Tidak Hadir Agenda lain
5. Fleet restructuring not present Other Agenda
27. 8 Juli 2019 1. Managing GA Group Digital Transformation I Gusti Ngurah Askhara Danadiputra Hadir | Present -
July 8, 2019 2. GIA Food Hall
3. Optimalisasi Operasional FOO Pikri Ilham Kurniansyah Hadir | Present -
4. Penilaian Kinerja Tahunan Pilot
5. Presentasi Final Safety Video
6. Rencana Launching Mega Electra Bambang Adisurya Angkasa Hadir | Present -
1. Managing GA Group Digital Transformation
2. GIA Food Hall Fuad Rizal Hadir | Present -
3. FOO Operational Optimization
4. Annual Pilot Performance Assessment Heri Akhyar Hadir | Present -
5. Final Safety Video Presentation
6. Mega Electra Launching Plan
28. 20 Juli 2019 1. Program Cabin Service I Gusti Ngurah Askhara Danadiputra Hadir | Present -
July 20, 2019 2. Avia Charter
3. Human Capital Pikri Ilham Kurniansyah Hadir | Present -
1. Cabin Service Program
2. Avia Charter
3. Human Capital Bambang Adisurya Angkasa Hadir | Present -
29. 29 Juli 2019 1. Agenda RUPSLB PT Garuda Maintenance Facility I Gusti Ngurah Askhara Danadiputra Hadir | Present -
July 29, 2019 Aero Asia Tbk
2. Progress Update Route Reserve Fuel Pikri Ilham Kurniansyah Hadir | Present -
3. Update Launching Safety Video
4. Update Pembentukan Anak Perusahaan Training
Center, Instructor Time Log System, Knowledge Bambang Adisurya Angkasa Hadir | Present -
Management Mobile (KM Mobile)
5. Program Cargo Village Fuad Rizal Hadir | Present -
6. GA Passenger Service System
7. Regular Flight Tarif Charter Rute Internasional Heri Akhyar Hadir | Present -
8. Update Pengadaan Freighter
1. PT Garuda Maintenance Facility Aero Asia Tbk
EGMS Agenda
2. Progress Update on Route Reserve Fuel
3. Update the Launching Safety Video
4. Update on Establishment of a subsidiary Training
Center, Instructor Time Log System, Knowledge
Management Mobile (KM Mobile)
5. Cargo Village Program
6. GA Passenger Service System
7. Regular Flight Charter Fares International Routes
8. Freighter Procurement Updates

Tabel Rapat Direksi

30. 5 Agustus 2019 1. Program IT I Gusti Ngurah Askhara Danadiputra Hadir | Present -
August 5, 2019 2. Flight Plan September – November 2019
3. Update Recurrent & Initial Training di Low Season Pikri Ilham Kurniansyah Hadir | Present -
4. Persetujuan Seat Reconfiguration
5. Update PSS dan Efisiensi Jalur Pembayaran Melalui
Otomasi Perbankan Bambang Adisurya Angkasa Hadir | Present -
6. Update tentang Finance
1. IT program Fuad Rizal Hadir | Present -
2. Flight Plan September - November 2019
3. Update Recurrent & Initial Training in Low Season Heri Akhyar Tidak Hadir Agenda lain
4. Seat Reconfiguration Approval not present Other Agenda
5. PSS Update and Payment Line Efficiency Through
Banking Automation
6. Update on Finance
31. 6 Agustus 2019 1. Cargo Sales Agent dan GHA Agent I Gusti Ngurah Askhara Danadiputra Hadir | Present -
August 6, 2019 2. Program Komersial
3. Rotasi Crew Pikri Ilham Kurniansyah Hadir | Present -
1. Cargo Sales Agent and GHA Agent
3. Crew Rotation Bambang Adisurya Angkasa Hadir | Present -
32. 12 Agustus 2019 1. Rute Internasional I Gusti Ngurah Askhara Danadiputra Hadir | Present -
August 12, 2019 2. Update Flight Plan September – November 2019
3. Update Crew Rotation Pikri Ilham Kurniansyah Hadir | Present -
4. Program Cabin Crew
5. Optimalisasi Branch Office (Internasional/
Domestik) Bambang Adisurya Angkasa Hadir | Present -
1. International Route
2. Flight Plan Update September - November 2019 Fuad Rizal Hadir | Present -
3. Crew Rotation Update
4. Cabin Crew Program Heri Akhyar Hadir | Present -
5. Optimizing Branch Offices (International /
Domestic)
33. 21 Agustus 2019 1. Kajian Penerbangan Rute Internasional I Gusti Ngurah Askhara Danadiputra Hadir | Present -
August 21, 2019 2. Seragam Awak Kabin
3. Crew Scheduling Pikri Ilham Kurniansyah Hadir | Present -
4. Pemaparan Tim Genesis
5. Struktur Organisasi
6. Update Prosedur Pengadaan dan Pemilihan Mitra Bambang Adisurya Angkasa Hadir | Present -
Kerjasama
1. International Route Flight Study Fuad Rizal Hadir | Present -
2. Cabin Crew Uniforms
3. Crew Scheduling Heri Akhyar Hadir | Present -
4. Presentation of the Genesis Team
5. Organizational Structure
6. Update Procurement Procedures and Selection of
Cooperation Partners
34. 29 Agustus 2019 1. To Increase Owned Digital Channel Sales I Gusti Ngurah Askhara Danadiputra Hadir | Present -
August 29, 2019 Performance
2. Optimalisasi Branch Office Internasional Pikri Ilham Kurniansyah Hadir | Present -
3. Human Capital
1. To Increase Owned Digital Channel Sales
Performance Bambang Adisurya Angkasa Hadir | Present -
2. Optimizing the International Branch Office
3. Human Capital Fuad Rizal Hadir | Present -

Tabel Rapat Direksi

35. 09 September 1. Garuda Miles Festival I Gusti Ngurah Askhara Danadiputra Hadir | Present -
2019 2. Tenun Flight
September 9, 3. In Flight Material Inventory on Board System Pikri Ilham Kurniansyah Hadir | Present -
2019 4. Pemenuhan Cabin Crew
5. Freighter Development Program
6. Update Cargo Village Bambang Adisurya Angkasa Hadir | Present -
7. Warehouse Improvement
8. Rencana Pendirian ISTS Fuad Rizal Hadir | Present -
1. Garuda Miles Festival
2. Flight Weaving Heri Akhyar Hadir | Present -
3. In Flight Material Inventory on Board System
4. Cabin Crew Fulfillment
5. Freighter Development Program
6. Cargo Village Update
7. Warehouse Improvement
8. ISTS Establishment Plan
36. 16 September 1. PT Garuda Ilmu Terapan Cakrawala (GITC) I Gusti Ngurah Askhara Danadiputra Hadir | Present -
2019 2. Tenun Flight
September 16, 3. Pembangunan Gedung PT Gapura Angkasa Pikri Ilham Kurniansyah Hadir | Present -
2019 1. PT Garuda Applied Sciences Horizon (GITC)
2. Flight Weaving
3. Construction of the PT Gapura Angkasa Building Bambang Adisurya Angkasa Tidak Hadir Agenda lain
37. 23 September 1. Optimalisasi Aset I Gusti Ngurah Askhara Danadiputra Hadir | Present -
2019 2. Konsesi Elektronik
September 23, 3. E-Channel International Pikri Ilham Kurniansyah Hadir | Present -
2019 4. Games Online Inflight
5. Penyederhanaan Layanan Bisnis Class Rute
Internasional Bambang Adisurya Angkasa Hadir | Present -
7. Pengaturan XCU dengan Penerbangan Minimum Fuad Rizal Hadir | Present -
Pax
8. New Looks Boarding Pass Heri Akhyar Hadir | Present -
1. Optimization of Assets
2. Electronic Concessions
3. E-Channel International
4. Inflight Online Games
5. Simplification of International Route Class Business
Services
7. XCU Settings with Pax Minimum Flights
8. New Looks Boarding Pass
38. 30 September 1. GHA Cabin Crew I Gusti Ngurah Askhara Danadiputra Hadir | Present -
2019 2. Fleet Performance
September 30, 1. GHA Cabin Crew Pikri Ilham Kurniansyah Hadir | Present -
2019 2. 2. Fleet Performance
39. 9 Oktober 2019 1. Update Optimalisasi BO Internasional I Gusti Ngurah Askhara Danadiputra Hadir | Present -
October 9, 2019 2. Update Assessment Rute
3. Update Persiapan Pesawat NEO Pikri Ilham Kurniansyah Hadir | Present -
4. Update Acara Launching Seragam Thematic Awak
Kabin
5. Program Komersial Bambang Adisurya Angkasa Hadir | Present -
1. International BO Optimization Update
2. Update Route Assessment Fuad Rizal Hadir | Present -
3. Update NEO Aircraft Preparation
4. Update Event Launching of Thematic Crew Cabin Heri Akhyar Hadir | Present -
Uniform

Tabel Rapat Direksi

40. 18 Oktober 2019 1. Fleet Restructuring I Gusti Ngurah Askhara Danadiputra Hadir | Present -
October 18, 2019 2. Crew Rest Bunker, MTOW Upgrade
3. Rencana Penjualan Pesawat Pikri Ilham Kurniansyah Hadir | Present -
4. Review Rute
5. Update Komersial
6. Update Simulasi Elektronik Tiket Konsesi Bambang Adisurya Angkasa Hadir | Present -
7. Update GHA Awak Kabin
1. Fleet Restructuring Fuad Rizal Hadir | Present -
2. Crew Rest Bunker, MTOW Upgrade
3. Plane Sales Plans Heri Akhyar Hadir | Present -
4. Route Review
6. Electronic Concession Ticket Update Updates
7. Update GHA Crew Cabin
41. 28 Oktober 2019 1. GarudaMiles Fair Festival I Gusti Ngurah Askhara Danadiputra Hadir | Present -
October 28, 2019 2. Time Motion Study: Baggage Handling, T3 Soeta,
CGK Pikri Ilham Kurniansyah Hadir | Present -
3. Progres Update Audit Laporan Keuangan
4. Kerangka Business Plan 5 Tahun
5. Rencana Rapat Koordinasi Garuda Indonesia Group Bambang Adisurya Angkasa Hadir | Present -
6. Review Program Human Capital
1. GarudaMiles Fair Festival Fuad Rizal Hadir | Present -
2. Time Motion Study: Baggage Handling, T3 Soeta,
CGK Heri Akhyar Hadir | Present -
3. Progress of Financial Report Audit Update
4. 5-year Business Plan Framework
5. Garuda Indonesia Group Coordination Meeting Plan
6. Review of the Human Capital Program
42. 30 Oktober 2019 1. Boosting International Routes I Gusti Ngurah Askhara Danadiputra Hadir | Present -
October 30, 2019 2. International Outbound Routes API for Online
Travel Agent Pikri Ilham Kurniansyah Hadir | Present -
3. New Distribution Capability (NDC)
4. Seragam Awak Kabin
1. Boosting International Routes Bambang Adisurya Angkasa Hadir | Present -
2. International Outbound Routes API for Online
Travel Agent Fuad Rizal Hadir | Present -
3. New Distribution Capability (NDC)
4. Uniform of Cabin Crew Heri Akhyar Hadir | Present -
43. 11 November 1. Materi Quick Win dan Long Term Plan, RKAP I Gusti Ngurah Askhara Danadiputra Hadir | Present -
2019 2. Update HUT GA
November 11, 3. Marketing Update Pikri Ilham Kurniansyah Hadir | Present -
2019 4. FA Rated Type Rating
1. Quick Win and Long Term Plan Material, RKAP
2. GA Anniversary Update Bambang Adisurya Angkasa Hadir | Present -
3. Marketing Update
4. FA Rated Type Rating Fuad Rizal Hadir | Present -
44. 18 November 1. Update Rencana Pendanaan I Gusti Ngurah Askhara Danadiputra Hadir | Present -
2019 2. Assessment Rute Baru
November 18, 3. Update PT Aero Systems Indonesia Pikri Ilham Kurniansyah Hadir | Present -
2019 4. Seat Reconfiguration
5. Implementasi Simplified Service Business Class di
Rute Internasional Bambang Adisurya Angkasa Hadir | Present -
1. Funding Plan Update
2. New Route Assessment Fuad Rizal Hadir | Present -
3. Update PT Aero Systems Indonesia
4. Seat Reconfiguration Heri Akhyar Hadir | Present -
5. Implementation of Simplified Service Business Class
on International Routes
45. 27 November 1. Sewa Lahan Perkantoran Garuda Indonesia Group I Gusti Ngurah Askhara Danadiputra Hadir | Present -
2019 2. Pengadaan Hotel Awak Pesawat
November 27, 3. Rencana Pembukaan Rute Internasional Pikri Ilham Kurniansyah Hadir | Present -
2019 4. Program Komersial
5. Garuda Indonesia Innovation Challenge
6. Informasi Inflight dan OTP Bambang Adisurya Angkasa Hadir | Present -
7. RKAP 2020
1. Office Space Rental Garuda Indonesia Group Fuad Rizal Hadir | Present -
2. Aircraft Crew Hotel Procurement
3. International Route Opening Plan Heri Akhyar Hadir | Present -
5. Garuda Indonesia Innovation Challenge
6. Inflight and OTP information
7. RKAP 2020

Tabel Rapat Direksi

46. 11 Desember 1. Program Human Capital Pikri Ilham Kurniansyah Hadir | Present -
2019 2. Update Legal
December 11, 3. Update Operasional Fuad Rizal Hadir | Present -
2019 4. Persiapan RUPSLB
5. Susunan Komisaris Anak dan Afiliasi Perusahaan
6. Susunan Direksi Anak Perusahaan
7. Kelanjutan Penyedia Konten IFE
8. Rencana Pengangkutan Jemaah Haji
1441H/2020M
9. Perpanjangan Kerjasama Garuda Indonesia dan
Citilink
1. Human Capital Program
2. Legal Update
3. Operational Updates
4. Preparation of the EGMS
5. Composition of Commissioner of Subsidiaries and
Company Affiliates
6. Composition of Directors of Subsidiaries
7. Continuation of the IFE Content Provider
8. Hajj Pilgrimage Transportation Plan 1441H /
2020M
9. Extension of the Cooperation between Garuda
Indonesia and Citilink
47. 23 Desember 1. Perpanjangan Kerjasama Penyedia IFE Pikri Ilham Kurniansyah Hadir | Present -
2019 2. Implementasi Hot Meal di Penerbangan Domestik
December 23, 3. Update Finance PT Aero Systems Indonesia Fuad Rizal Hadir | Present -
2019 4. Review Kinerja Rute Internasional
5. Persetujuan Skema Diskon Agency dan
Perpanjangan Sistem Amadeus
6. Penyesuaian Layanan BO Domestik
7. Update Penyusunan Prosedur Darurat, Satgas dan
Posko
1. Extension of IFE Provider Collaboration
2. Implementation of Hot Meal in Domestic Flights
3. Finance Update of PT Aero Systems Indonesia
4. Review the International Route Performance
5. Approval of the Agency Discount Scheme and the
Extension of the Amadeus System
6. Adjustment of Domestic BO Services
7. Update on the Arrangement of Emergency
Procedures, Task Force and Command Posts
Agenda dan peserta rapat gabungan Dewan Komisaris The agenda and participants of the joint meeting of the Board
dengan Direksi telah tersaji pada bagian Rapat Dewan of Commissioners and the Board of Directors have been
Komisaris Bab Corporate Governance dalam Laporan presented in the Meeting of the Board of Commissioners
tahunan ini. Chapter Corporate Governance in this Annual Report.
FREKUENSI DAN KEHADIRAN RAPAT DIREKSI FREQUENCY AND ATTENDANCE OF THE BOARD OF
DIRECTORS
Sepanjang tahun 2019, Direksi telah melakukan rapat Throughout 2019, the Board of Directors held Board of
Direksi dan rapat gabungan dengan Dewan Komisaris, dan Directors meetings and joint meetings with the Board
masing-masing sebanyak 47 (empat puluh tujuh) kali dan of Commissioners, and 47 (forty seven) times and 10
10 (sepuluh) kali dengan frekuensi dan tingkat kehadiran (ten) times, respectively with the frequency and level of
sebagai berikut: attendance as follows:

Tabel Frekuensi dan Kehadiran Rapat Direksi

Table of Frequency and Attendance of Board of Directors’ Meetings
Rapat Gabungan Direksi dengan
Rapat Direksi Dewan Komisaris
Board of Directors Meeting Joint Meeting Board of Directors &
Periode Jabatan Selama Jumlah dan Persentase Kehadiran Jumlah dan Persentase Kehadiran
Nama Jabatan
Tahun 2019 Total and Percentage of Attendance Total and Percentage of Attendance
Name Position
Period of Office during 2019
Jumlah
Jumlah Jumlah Jumlah
Rapat
Rapat Kehadiran Persentase Kehadiran Persentase
Number
Number of Number of Percentage Number of Percentage
of
meeting Presence Presence
meeting
I Gusti Ngurah Askhara Direktur Utama 1 Januari – 5 Desember 2019

45 44 98% 9 8 89%
Danadiputra President & CEO January 1 - December 5, 2019
Plt. Direktur Utama/

Direktur Keuangan dan
Manajemen
Risiko/Plt. Direktur
Operasi/Plt. Direktur
Teknik dan Layanan. 1 Januari – 31 Desember 2019
Fuad Rizal* 47 43 91% 10 9 90%
Acting President & CEO/ January 1 - December 31, 2019
Director of Finance &
Risk Management/acting
Director of Operation/
Acting Director of
Maintenance & Services
Direktur Niaga/Plt.
Direktur Kargo dan
Pengembangan Usaha/
Plt. Direktur Human
Capital
Pikri Ilham 1 Januari – 31 Desember 2019
Director of Commercial/ 47 46 98% 10 10 100%
Kurniansyah** January 1 - December 31, 2019
Acting Director of Cargo
& Business
Development/Acting
Director of Human
Capital
Direktur Kargo &

Pengembangan Usaha 1 Januari – 9 Desember 2019
Mohammad Iqbal 45 44 98% 9 7 78%
Director of Cargo & January 1 - December 9, 2019
Nicodemus Panarung Direktur Layanan 1 Januari – 24 April 2019

17 17 100% 2 2 100%
Lampe Director of Services January 1 - April 24, 2019
Bambang Adisurya Direktur Operasi 1 Januari – 9 Desember 2019

45 44 98% 9 9 100%
Angkasa Director of Operation January 1 - December 9, 2019
Direktur Teknik
1 Januari – 24 April 2019
I Wayan Susena Director of Maintenance 17 17 100% 2 2 100%
January 1 - April 24, 2019
& Services

1 Januari – 9 Desember 2019
Heri Akhyar Director of Human 45 44 98% 9 8 89%
January 1 - December 9, 2019
Capital
Direktur Teknik dan

Layanan 24 April – 9 Desember 2019
Iwan Joeniarto 28 28 100% 7 7 100%
Director of Maintenance April 24 - December 9, 2019
& Services
No. DEKOM/SKEP/016/2019 perihal Penetapan Pelaksaana Tugas Direksi-Direksi PT Garuda Indonesia (Persero) Tbk tanggal 9 Desember 2019.
PENGEMBANGAN KOMPETENSI DIREKSI DEVELOPMENT OF COMPETENCY OF

DIRECTORS
Pengembangan kompetensi Direksi dapat dilihat pada Bab The development of Directors ‘competencies can be
Profil Sub Bab Pengembangan Kompetensi Direksi dalam seen in the Profile Chapter of the Directors’ Competency
Laporan Tahunan ini. Development Sub-Chapter in this Annual Report.

PELAKSANAAN TUGAS DIREKSI IMPLEMENTATION OF THE BOARD OF

DIRECTORS
Sepanjang tahun 2019, Direksi telah melaksanakan tugas Throughout 2019, the Board of Directors has carried out its
dan tanggung jawabnya untuk kepentingan Perseroan sesuai duties and responsibilities for the interests of the Company
dengan sasaran dan tujuannya. Di antaranya, Direksi telah in accordance with its goals and objectives. Among other
membuat keputusan-keputusan strategis dan mengambil things, the Board of Directors has made strategic decisions
tindakan yang dibutuhkan untuk hal-hal berikut ini: and taken actions needed for the following matters:
1. Menetapkan Rencana Kerja dan Anggaran Perusahaan 1. Establish Work Plan and Company Budget for the
untuk tahun buku 2019; 2019 fiscal year;
2. Menyusun Revisi Rencana Jangka Panjang Perusahaan 2. Arranging the Revision of the Company’s Long-Term
hingga tahun 2020; Plan until 2020;
3. Menetapkan Amandemen Fleet Plan Perseroan hingga 3. Determine the Amendment to the Company’s Fleet
tahun 2025; Plan until 2025;
4. Menyusun rancangan Rencana Kerja dan Anggaran 4. Prepare a draft Work Plan and Corporate Budget for
Perusahaan untuk tahun buku 2020. the 2020 fiscal year.
PENILAIAN KINERJA DIREKSI PERFORMANCE ASSESSMENT OF THE BOARD

OF DIRECTORS
Penilaian Kinerja Direksi dilakukan melalui Key Performance The Performance Assessment of the Directors is carried out
Indicator yang evaluasi oleh Dewan Komisaris dan through a Key Performance Indicator that is evaluated by the
disampaikan kepada Pemegang Saham dalam RUPS serta Board of Commissioners and submitted to the Shareholders
GCG Assessment. at the GMS and GCG Assessment.
PENILAIAN KINERJA DIREKSI MELALUI KPI PERFORMANCE ASSESSMENT OF THE BOARD

OF DIRECTORS THROUGH KPI
Setiap tahun, Direksi wajib menyusun kontrak manajemen/ Each year, the Board of Directors is required to draw up a
Key Performance Indicator (KPI) yang merupakan penjabaran management contract / Key Performance Indicator (KPI)
dari RKAP dan disetujui secara kolegial melalui RUPS. which is a translation of the RKAP and is collegially approved
through the GMS.
PROSEDUR PELAKSANAAN PENILAIAN KINERJA PROCEDURES FOR IMPLEMENTING THE

DIREKSI DIRECTOR’S PERFORMANCE ASSESSMENT
Penilaian kinerja anggota Direksi dilakukan dengan cara The performance evaluation of members of the Board of
melaksanakan self-assessment dan ditinjau oleh Dewan Directors is carried out by conducting a self-assessment and
Komisaris. Secara garis besar, hal-hal yang menjadi dasar reviewed by the Board of Commissioners. Broadly speaking,
penilaian terhadap anggota Direksi adalah pelaksanaan the things that are the basis for evaluating members of the
Direksi dalam mengimplementasikan visi dan misi Perseroan Board of Directors are the implementation of the Board
dalam program kerja di tahun berjalan serta pelaksanaan of Directors in implementing the Company’s vision and
implementasi GCG. Lebih jauh lagi, Dewan Komisaris mission in the work program in the current year and the
mengawasi Direksi dalam hal pemenuhan target yang telah implementation of GCG implementation. Furthermore, the
dicanangkan oleh Perseroan terutama yang mencakup Board of Commissioners oversees the Board of Directors in
pelaksanaan Rencana Jangka Panjang, serta Rencana Bisnis meeting the targets set by the Company, especially those
dan keputusan RUPS. covering the implementation of the Long-Term Plan, as well
as the Business Plan and GMS resolutions.
Penilaian terhadap anggota Direksi juga dibantu dengan The assessment of the members of the Board of Directors is also
saran dari Komite Nominasi dan Remunerasi terkait dengan assisted with advice from the Nomination and Remuneration
kriteria penilaian yang telah disusun yang berkaitan dengan Committee related to the assessment criteria that have been
remunerasi anggota Direksi baik secara kolegial ataupun prepared relating to the remuneration of the members of
perorangan. Dewan Komisaris mempertanggungjawabkan the Board of Directors both collegially or individually. The
hasil penilaiannya sebagai bahan pertimbangan dalam Rapat Board of Commissioners is responsible for the results of its
Umum Pemegang Saham yang kemudian akan diputuskan evaluation as material for consideration in the General Meeting
oleh para Pemegang Saham. of Shareholders which will then be decided by the Shareholders.

KRITERIA PENILAIAN KINERJA DIREKSI CRITERIA FOR THE ASSESSMENT OF THE BOARD OF
DIRECTORS
Kriteria penilaian kinerja Direksi yang telah ditetapkan The criteria for evaluating the performance of the Directors
dalam RUPS yaitu: set at the GMS are:
1. Aspek Keuangan dan Pasar; 1. Financial and Market Aspects;
2. Aspek Fokus Pelanggan; 2. Aspects of Customer Focus;
3. Aspek Efektivitas Produk dan Proses; 3. Aspects of Effectiveness of Products and Processes;
4. Aspek Fokus Tenaga Kerja; 4. Aspects of Workforce Focus;
5. Aspek Kepemimpinan, Tata Kelola dan Tanggung 5. Aspects of Leadership, Governance and Community
Jawab Kemasyarakatan. Responsibility.
PIHAK YANG MELAKUKAN PENILAIAN KINERJA PARTIES THAT DO THE ASSESSMENT OF THE
DIREKSI BOARD OF DIRECTORS ‘PERFORMANCE
Penilaian kinerja Direksi dilakukan Dewan Komisaris dan The performance evaluation of the Directors is carried out
dievaluasi oleh Pemegang Saham dalam RUPS secara by the Board of Commissioners and is evaluated by the
kolegial setiap tahun. Shareholders at the AGM collegially every year.
HASIL PENILAIAN KINERJA DIREKSI RESULTS OF BOARD OF DIRECTORS’ PERFORMANCE

ASSESSMENT
Penilaian atas kinerja Direksi berdasarkan ketentuan surat In assessing Board of Directors’ performance is based on
KBUMN No.S08/S.MBU/2013. the provision of KBUMN letter No.S08/S.MBU/2013.
Indikator Penilaian Pencapaian Keterangan

Target
Assessment Indicator Achievement Explanation
Aspek Keuangan dan Pasar Tidak tercapai
20,00 18,48
Financial and Market Aspects Not Achieved
Aspek Fokus Pelanggan Tercapai
24,00 24,15
Customer Focus Aspects Achieved
Efektivitas Produk dan Proses Tercapai
18,00 18,24
Product and Process Effectiveness Achieved
Fokus Tenaga Kerja Tidak tercapai
20,00 16,87
Workforce Focus Not Achieved
Aspek Kepemimpinan, Tata Kelola dan Tanggung Jawab Kemasyarakatan Tidak tercapai
18,00 16,68
Aspects of Leadership, Governance and Community Responsibility Not Achieved
Tidak tercapai
Total 100,00 94,43
Not Achieved
PENILAIAN KINERJA DIREKSI MELALUI GCG PERFORMANCE EVALUATION OF THE BOARD OF

ASSESSMENT DIRECTORS THROUGH GCG ASSESSMENT
Direksi senantiasa berkomitmen untuk senantiasa The Board of Directors is always committed to continuously
meningkatkan pencapaian kinerjanya. Untuk mendukung improving the achievement of its performance. To support
hal tersebut, dilakukan penilaian kinerja Direksi melalui this, an assessment of the performance of the Directors
GCG assessment. Penilaian kinerja Direksi melalui GCG through a GCG assessment. The performance evaluation
assessment yang telah dilakukan pada tahun 2019. of the Directors through the GCG assessment was carried
out in 2019.
PROSEDUR PELAKSANAAN PENILAIAN KINERJA PROCEDURES FOR IMPLEMENTING THE

DIREKSI DIRECTOR’S PERFORMANCE ASSESSMENT
GCG Assessment di Perseroan dilakukan secara self GCG Assessment in the Company by self assessment with
assessment dengan asistensi oleh MUC Consulting. assistance by MUC Consulting. The implementation of GCG
Pelaksanaan GCG assessment berdasarkan Keputusan assessment is based on the Decree of the Secretary of the
Sekretaris Kementerian Badan Usaha Milik Negara No. SK- Ministry of State-Owned Enterprises No. SK-16 / S.MBU /
16/S.MBU/2012 tanggal 6 Juni 2012 tentang Indikator/ 2012 dated June 6, 2012 concerning Indicators / Evaluation
Parameter Penilaian dan Evaluasi atas Penerapan Tata and Evaluation Parameters for the Implementation of Good
Kelola Perusahaan yang Baik (Good Corporate Governance) Corporate Governance in SOEs.
pada BUMN.

KRITERIA PENILAIAN KINERJA DIREKSI CRITERIA FOR THE ASSESSMENT OF THE BOARD OF
DIRECTORS
Kriteria yang digunakan dalam penilaian kinerja Direksi The criteria used in evaluating the performance of the
tersebut meliputi: Directors include:
1. Pelaksanaan program pelatihan/pembelajaran Direksi; 1. Implementation of the Directors’ training / learning program;
2. Pembagian tugas/fungsi, wewenang dan tanggung 2. Clear division of duties / functions, authorities and
jawab Direksi yang jelas; responsibilities of the Board of Directors;
3. Penyusunan perencanaan perusahaan; 3. Compilation of company plans;
4. Pemenuhan target kinerja perusahaan; 4. Meeting the company’s performance targets;
5. Pelaksanaan pengendalian operasional dan keuangan 5. Implementation of operational and financial controls
terhadap implementasi rencana dan kebijakan perusahaan; over the implementation of company plans and policies;
6. Pelaksanaan pengurusan perusahaan sesuai dengan 6. Implementation of company management in accordance
peraturan perundang-undangan yang berlaku dan with the applicable laws and regulations and the
Anggaran Dasar; Articles of Association;
7. Pelaksanaan hubungan yang bernilai tambah bagi 7. Implementation of value-added relationships for the
perusahaan dan pemangku kepentingan; company and stakeholders;
8. Memonitor dan mengelola potensi benturan 8. Monitor and manage potential conflicts of interest of
kepentingan anggota Direksi dan manajemen di members of the Board of Directors and management
bawah Direksi; under the Board of Directors;
9. Pelaksanaan keterbukaan informasi dan komunikasi, 9. Implementation of information and communication
serta penyampaian informasi kepada Dewan Komisaris disclosure, as well as timely delivery of information
dan Pemegang Saham secara tepat waktu; to the Board of Commissioners and Shareholders;
10. Penyelenggaraan rapat Direksi dan kehadiran pada 10. Organizing Board of Directors meetings and attendance
rapat Dewan Komisaris; at Board of Commissioners meetings;
11. Penyelenggaraan pengawasan intern yang berkualitas 11. Implementation of quality and effective internal
dan efektif; supervision;
12. Penyelenggaraan fungsi Sekretaris Perusahaan yang 12. To carry out the functions of a quality and effective
berkualitas dan efektif; Corporate Secretary;
13. Penyelenggaraan RUPS Tahunan dan RUPS lainnya 13. The holding of the Annual GMS and other GMS in
sesuai peraturan perundang-undangan. accordance with statutory provisions.
PIHAK YANG MELAKUKAN PENILAIAN KINERJA PARTIES THAT DO THE ASSESSMENT OF THE
DIREKSI BOARD OF DIRECTORS ‘PERFORMANCE
Pada tahun 2018, Garuda Indonesia telah melakukan GCG In 2018, Garuda Indonesia conducted a GCG assessment
assessment yang dilaksanakan oleh MUC Consulting. carried out by MUC Consulting.
HASIL PENILAIAN KINERJA DIREKSI RESULTS OF THE BOARD OF DIRECTORS

Berdasarkan hasil penilaian GCG Tahun Buku 2018 yang Based on the 2018 Fiscal Year GCG assessment results
dilakukan secara self assessment dengan asistensi oleh performed in a self-assessment manner with the assistance
MUC Consulting, aspek Direksi memperoleh nilai 33,268 of MUC Consulting, the Board of Directors’ aspect obtained
dengan presentase pencapaian 95.051% dengan kategori a value of 33,268 with 95,051% achievement percentage
sangat baik. in the “very good” category.
MEKANISME PENGUNDURAN DIRI DAN MECHANISM OF SELF RESOLUTION AND

PEMBERHENTIAN DIREKSI TERMINATION OF THE BOARD OF DIRECTORS
Anggota Direksi dapat mengundurkan diri dari posisinya Members of the Board of Directors may resign from their
dengan pemberitahuan tertulis terlebih dahulu. Namun position with prior written notice. However, the Director
demikian, Direktur bersangkutan tidak terbebas dari setiap concerned is not exempt from any responsibility assignments
tugas tanggung jawab yang melekat padanya hingga attached to him until his resignation is effectively accepted
pengunduran dirinya efektif diterima oleh RUPS. Perseroan by the GMS. The Company is required to hold a GMS within
wajib menyelenggarakan RUPS dalam jangka waktu 60 60 (sixty) days after receipt of the resignation letter.
(enam puluh) hari setelah diterimanya surat pengunduran
diri tersebut.

Apabila dalam jangka waktu 60 (enam puluh) hari tersebut If within the 60 (sixty) days the GMS is not carried out,
RUPS tidak terlaksana, pengunduran diri anggota Direksi the resignation of the member of the Board of Directors
yang bersangkutan menjadi sah dan Perseroan wajib untuk concerned becomes valid and the Company is obliged to
melaporkan hal tersebut dalam RUPS mendatang. Jika report the matter in the upcoming GMS. If the resignation
pengunduran diri mengakibatkan jumlah anggota Direksi causes the number of members of the Board of Directors
menjadi kurang dari 2 (dua) orang, maka pengunduran to be less than 2 (two) people, then the resignation will
diri tersebut baru sah jika ditetapkan oleh RUPS dan telah only be valid if it is determined by the GMS and has been
diangkat anggota Direksi baru sehingga persyaratan minimal appointed a new member of the Board of Directors so that
jumlah anggota Direksi, yaitu 2 (dua) orang terpenuhi. the minimum requirement for the number of Directors, ie
2 (two) people, is fulfilled.
Anggota Direksi dapat diberhentikan setiap waktu dengan Members of the Board of Directors may be dismissed at
keputusan RUPS atau Keputusan Menteri dengan alasan- any time by a GMS decision or a Ministerial Decree on the
alasan pemberhentian tersebut wajib dinyatakan. Namun grounds that the termination must be stated. However, each
demikian, setiap pemberhentian tidak dapat dilakukan termination cannot be carried out arbitrarily and unilaterally.
sewenang-wenang dan secara sepihak. Anggota Direksi Members of the Board of Directors are given the right to
diberikan hak untuk membela diri atas tuntutan yang dijatuhkan defend themselves against claims made against him whether
terhadap dirinya baik yang disampaikan kepada RUPS secara submitted to the GMS in writing within a period of 14
tertulis dalam jangka waktu 14 (empat belas) hari setelah (fourteen) days after notification of the planned notification
pemberitahuan rencana pemberitahuan atas dirinya atau yang on him or submitted directly to officials of the Ministry of
disampaikan langsung kepada pejabat Kementerian BUMN SOEs who notify the notification plan accompanied by
yang memberitahukan rencana pemberitahuan tersebut minutes of minutes or signed minutes.
dengan disertai notulen atau berita acara yang ditandatangani.
Pemberhentian anggota Direksi dapat dilakukan apabila Dismissal of members of the Board of Directors can be done
yang bersangkutan melakukan hal-hal sebagai berikut: if the person concerned does the following:
1. Tidak/kurang dapat memenuhi kewajibannya yang 1. Not / less able to fulfill its obligations agreed in the
telah disepakati dalam kontrak manajemen; management contract;
2. Tidak dapat melaksanakan tugasnya dengan baik; 2. Can not carry out their duties properly;
3. Melanggar ketentuan peraturan perundang-undangan 3. Violating the provisions of the legislation or the
atau Anggaran Dasar Perseroan; Company’s Articles of Association;
4. Telah ditetapkan sebagai Tersangka atau Terdakwa dalam 4. Has been determined as a Suspect or Defendant in an act
tindakan yang merugikan BUMN dan/atau negara; that is detrimental to SOEs and/or the state;
5. Melakukan tindakan yang melanggar etika dan/atau 5. Taking action that violate ethics and / or propriety that
kepatutan yang seharusnya dihormati sebagai anggota should be respected as members of the Directors of SOEs;
Direksi BUMN;
6. Dinyatakan bersalah dengan putusan pengadilan yang 6. Is declared guilty by a court decision that has permanent
mempunyai ketetapan hukum tetap; legal provisions;
7. Mengundurkan diri. 7. Resign.
Pemberhentian anggota Direksi juga dapat dilakukan Dismissal of members of the Board of Directors can also be
berdasarkan alasan lain yang dinilai tepat oleh RUPS demi done based on other reasons deemed appropriate by the GMS
kepentingan dan tujuan Perseroan, antara lain karena for the interests and objectives of the Company, among others
terjadinya ketidakharmionisan antar anggota Direksi. due to disharmony between members of the Board of Directors.
Di luar dari alasan pemberhentian di atas, masa jabatan Apart from the reasons for dismissal above, the term of office
seorang Direktur otomatis berakhir jika yang bersangkutan: of a Director automatically ends if the person concerned:
1. Meninggal dunia; 1. Died;
2. Masa jabatannya berakhir; 2. His term of office is over;
3. Dinyatakan pailit atau di bawah pengampuan 3. Declared bankrupt or under a charge based on a court
berdasarkan suatu putusan pengadilan; decision;
4. Pengunduran dirinya efektif; 4. His resignation is effective;
5. Tidak lagi memenuhi persyaratan anggota Direksi. 5. No longer fulfilling the requirements of members of
the Board of Directors.

ORGAN DAN KOMITE DI BAWAH DEWAN ORGANS AND COMMITTEES UNDER THE
SEKRETARIS DEWAN KOMISARIS SECRETARY OF BOARD OF COMMISSIONERS

Untuk mendukung pelaksanaan tugas Dewan Komisaris, To support the implementation of the duties of the Board
sesuai ketentuan Pasal 15 ayat 2.a.6 Anggaran Dasar, of Commissioners, in accordance with Article 15 paragraph
berdasarkan Surat Keputusan Dewan Komisaris No. JKTDW/ 2.a.6 of the Articles of Association, based on the Decree of
SKEP/053/2012 Dewan Komisaris telah menunjuk seorang the Board of Commissioners No. JKTDW / SKEP / 053/2012
Sekretaris Dewan Komisaris untuk masa jabatan selama 3 The Board of Commissioners has appointed a Secretary of the
(tiga) tahun. Board of Commissioners for a term of office for 3 (three) years.
TUGAS DAN TANGGUNG JAWAB SEKRETARIS DUTIES AND RESPONSIBILITIES OF THE BOARD OF
DEWAN KOMISARIS COMMISSIONERS
Sekretariat Dewan Komisaris/Dewan Pengawas bertugas The Secretariat of the Board of Commissioners / Supervisory
melakukan kegiatan untuk membantu Dewan Komisaris/ Board is tasked with carrying out activities to assist the
Dewan Pengawas dalam melaksanakan tugasnya berupa: Board of Commissioners / Supervisory Board in carrying
out its duties in the form of:
1. Mempersiapkan rapat, termasuk bahan rapat (briefing 1. Prepare meetings, including briefing sheets for the
sheet) Dewan Komisaris/Dewan Pengawas; Board of Commissioners / Board of Trustees;
2. Membuat risalah rapat Dewan Komisaris/Dewan 2. Making minutes of meetings of the Board of
Pengawas sesuai ketentuan Anggaran Dasar perseroan; Commissioners / Supervisory Board in accordance with
the provisions of the Company’s articles of association;
3. Mengadministrasikan dokumen Dewan Komisaris/ 3. Administer the documents of the Board of Commissioners
Dewan Pengawas, baik surat masuk, surat keluar, / Supervisory Board, both incoming letters, outgoing
risalah rapat maupun dokumen lainnya; letters, minutes of meetings and other documents;
4. Menyusun Rancangan Rencana Kerja dan Anggaran 4. Prepare the Work Plan and Budget Plan for the Board
Dewan Komisaris/Dewan Pengawas; of Commissioners / Supervisory Board;
5. Menyusun Rancangan Laporan-Laporan Dewan 5. Arranging Draft Reports of the Board of Commissioners
Komisaris/Dewan Pengawas; / Supervisory Board;
6. Melaksanakan tugas lain dari Dewan Komisaris/Dewan 6. Carry out other tasks of the Board of Commissioners
Pengawas. / Board of Trustees.
Selain melaksanakan tugas sebagaimana dimaksud di In addition to carrying out the duties referred to above, the
atas, Sekretaris Dewan Komisaris/Dewan Pengawas selaku Secretary of the Board of Commissioners / Supervisory Board as
pimpinan Sekretariat, melaksanakan tugas lain berupa: the leader of the Secretariat, carries out other tasks in the form of:
1. Memastikan bahwa Dewan Komisaris/Dewan Pengawas 1. Ensuring that the Board of Commissioners / Supervisory
mematuhi peraturan perundang-undangan serta Board complies with the laws and regulations and
menerapkan prinsip-prinsip GCG. applies GCG principles.
2. Memberikan informasi yang dibutuhkan oleh Dewan 2. Provide information needed by the Board of
Komisaris/Dewan Pengawas secara berkala dan/atau Commissioners / Board of Trustees periodically and /
sewaktu-waktu apabila diminta. or at any time if requested.
3. Mengkoordinasikan anggota Komite, jika diperlukan 3. Committee members, if needed in order to expedite
dalam rangka memperlancar tugas Dewan Komisaris/ the duties of the Board of Commissioners / Supervisory
Dewan Pengawas. Board.

PROFIL SEKRETARIS DEWAN KOMISARIS BOARD OF COMMISSIONERS’ SECRETARY PROFILE
Fajar Karyanto
Sekretaris Dewan Komisaris | Board of Commissioners Secretary
Nationality Indonesian Citizen
Domisili
Bekasi
Domicile
Tempat & Tanggal Lahir Kebumen, 7 Oktober 1982, usia 37 tahun per Desember 2019.
Place & DOB Kebumen, October 7, 1982, 37 years old in Decemmber 2019.
• Pendidikan bidang akuntansi dari Sekolah Tinggi Akuntansi Negara (2003)

Riwayat Pendidikan • Sarjana bidang Akuntansi dari Universitas Indonesia (2010)
Education • Accounting in education from the State College of Accounting (2003)
• Bachelor in Accounting from the University of Indonesia (2010
Pengalaman kerja di BUMN sebelumnya diperoleh juga dari jabatan Komite Audit di Perum Jamkrindo dan Sekretaris Dewan Komisaris
Pengalaman Kerja PT Inhutani III (Persero).
Work Experience Previous work experience at BUMN was also obtained from the positions of the Audit Committee at Perum Jamkrindo and the Secretary
of the Board of Commissioners of PT Inhutani III (Persero).
Diangkat sebagai Sekretaris Dewan Komisaris pada tanggal 1 November 2018 melalui Surat Keputusan Dewan Komisaris No. JKTDW/
Riwayat Penunjukan SKEP/102/2017
Appointment History Appointed as Secretary of the Board of Commissioners on November 1, 2018 through the Decree of the Board of Commissioners No.
JKTDW / SKEP / 102/2017
Jabatan Rangkap Pegawai Negeri Sipil di Kementerian BUMN dengan jabatan terakhir Kepala Sub Bagian Usaha Agro dan Farmasi Ia. 1
Dual Position Civil Servants in the Ministry of BUMN with the last position as Head of Agro and Pharmaceutical Business Subdivision Ia. 1
Tidak memiliki hubungan afiliasi baik dengan anggota Direksi, anggota Dewan Komisaris lainnya maupun dengan pemegang saham
Hubungan Afiliasi pengendali dan utama.
Affiliate Relationship Has no affiliation either with members of the Board of Directors, other members of the Board of Commissioners or with controlling and
principal shareholders.
Kepemilikan Saham Garuda

Indonesia
-
Garuda Indonesia shares
ownership
PELAKSANAAN TUGAS SEKRETARIS DEWAN THE IMPLEMENTATION OF THE SECRETARY OF THE

A. Pengesahan Rencana Kerja A. Ratification of the Work Plan
1. Sesuai ketentuan dalam Anggaran Dasar Perseroan, 1. In accordance with the provisions in the Company’s
Rencana Kerja dan Anggaran Perusahaan Articles of Association, the Garuda Indonesia
Garuda Indonesia Tahun 2019 telah disetujui Work Plan and Budget for 2019 was approved
dan ditandatangani oleh Dewan Komisaris pada and signed by the Board of Commissioners on
tanggal 27 Januari 2020 dalam rapat Direksi dan January 27, 2020 in a meeting of the Board of
Dewan Komisaris yang bertempat di ruang rapat Directors and the Board of Commissioners which
Garuda, Prama Hotel Sanur Bali. took place in the Garuda meeting room, Prama
Hotel Sanur Bali.
Sebagai Sekretaris Dewan Komisaris, dalam proses As Secretary of the Board of Commissioners, in
pengesahan RKAP Tahun 2019 tersebut turut the ratification process of the 2019 RKAP also
berkontribusi antara lain dalam hal-hal sebagai contributed to the following matters:
berikut: a. Coordination with the Company’s Unit that
a. Koordinasi dengan Unit Perseroan yang handles the preparation of the RKAP and
menangani penyusunan RKAP serta Tim the Audit Committee Team in preparing the
Komite Audit dalam mempersiapkan bahan RKAP evaluation materials for the Board of
evaluasi RKAP untuk Dewan Komisaris. Commissioners.
b. Bersama-sama dengan Komite Audit b. Together with the Audit Committee prepare
menyiapkan tanggapan Dewan Komisaris. the Board of Commissioners response.
c. Menyiapkan RKA dan Konsep KPI Dewan c. Prepare RKA and KPI Concepts of the Board
Komisaris. of Commissioners.
d. Menyiapkan undangan dan penyelenggaraan d. Prepare invitations and conduct meetings of
rapat Dewan Komisaris dan Direksi untuk the Board of Commissioners and Directors
membahas RKAP tahun 2019. to discuss the 2019 RKAP.

2. Rencana Kerja dan Anggaran Dewan Komisaris 2. The Board of Commissioners’ Work Plan and Budget
Tahun 2019 disahkan sekaligus bersamaan dalam for 2019 will be ratified at the same time in the Garuda
RKAP Garuda Indonesia 2019. Indonesia RKAP 2019.
Berkenaan dengan pengesahan RKA Dewan With regard to the ratification of the 2019 Board of
Komisaris Tahun 2019 tersebut, berikut adalah Commissioners ‘RKA, the following are the contributions
kontribusi Sekretaris Dewan Komisaris: of the Board of Commissioners’ Secretary:
a. Penyiapan evaluasi untuk Dewan Komisaris a. Preparation of evaluations for the Board of
pada saat pembahasan internal Commissioners during internal discussions
b. Koordinasi dengan Komite untuk penyiapan b. Coordination with the Committee to prepare the
Rencana Kerja masing-masing Komite Work Plans of each Committee
c. Penyiapan konsep KPI masing-masing Komite c. Preparation of KPI concepts for each Committee
d. Koordinasi dengan bagian keuangan untuk d. Coordination with the finance department to
penetapan pagu anggaran Dewan Komisaris. determine the budget ceiling for the Board of
Commissioners.
B. Persetujuan Laporan Keuangan dan Audit Tahun Buku B. Approval of Financial and Audit Reports for Fiscal
2018 Year 2018
Laporan Keuangan dan PKBL Audited dan Laporan The Audited Financial Statements and PKBL and the
Tahunan Tahun Buku 2018 telah disetujui berdasarkan 2018 Fiscal Year Annual Report have been approved
Keputusan RUPS tanggal 18 April 2019. based on the AGM Decree of 18 April 2019.
Berkenaan dengan persetujuan Laporan Keuangan With regard to the approval of the Financial Statements and
dan PKBL Tahun Buku 2018 tersebut, berikut adalah PKBL of Fiscal Year 2018, the following are the contributions
kontribusi Sekretaris Dewan Komisaris: of the Secretary of the Board of Commissioners:
a. Koordinasi dengan Sekretaris Perusahaan berkaitan a. Coordination with the Corporate Secretary regarding
dengan agenda RUPS dan penyelenggaraan RUPS. the agenda of the GMS and the holding of the GMS.
b. Koordinasi dengan anggota Komite untuk evaluasi b. Coordination with Committee members for
dan rekomendasi berkaitan dengan kinerja evaluations and recommendations relating to company
perusahaan, laporan audit, penunjukan KAP, performance, audit reports, KAP appointments,
usulan remunerasi, dan agenda lain terkait. remuneration proposals, and other related agendas.
c. Koordinasi dengan bagian keuangan, legal dan c. Coordination with the financial, legal and HR
SDM berkaitan dengan agenda RUPS. sections related to the AGM agenda.
d. Penyiapan evaluasi untuk Dewan Komisaris pada d. Preparation of evaluations for the Board of
saat pembahasan internal Commissioners during internal discussions
e. Koordinasi penyiapan evaluasi dan rekomendasi e. Coordinate the preparation of evaluations and
untuk Dewan Komisaris pada saat pembahasan recommendations for the Board of Commissioners
dengan Direksi. during discussions with the Board of Directors.
f. Penyiapan Risalah Rapat Dewan Komisaris f. Preparation of Minutes of Meeting of the Board
berkaitan dengan persiapan RUPS dan agenda- of Commissioners relating to the preparation of
agenda lain terkait RUPS. the GMS and other agendas related to the GMS.
g. Penyiapan surat tanggapan dan rekomendasi g. Preparation of response letters and recommendations
Dewan Komisaris berkaitan dengan kinerja from the Board of Commissioners relating to company
perusahaan, laporan audit, penunjukan KAP, performance, audit reports, appointment of Public
usulan remunerasi, dan agenda lain terkait. Accounting Firms, remuneration proposals, and
other related agendas.
h. Penyiapan rancangan Laporan Pelaksanaan Tugas h. Preparation of the draft Board of Commissioners’
Pengawasan Dewan Komisaris untuk Tahun 2018. Supervisory Implementation Report for 2018.
i. Koordinasi dan Penyiapan Keputusan Dewan i. Coordination and Preparation of Decisions of the
Komisaris terkait penunjukkan Pimpinan RUPS. Board of Commissioners relating to the appointment
of the General Meeting of Shareholders.

C. Pelaksanaan Tugas Dan Pemberian Persetujuan C. Execution of Duties and Granting of Approvals
1. Kehadiran dalam pertemuan Dewan Komisaris 1. Attendance at Board of Commissioners meetings
Jumlah Rapat
Nama Total Meetings
Name
Total Pelaksanaan Rapat Total Kehadiran Rapat % Kehadiran
Total Meetings Implemented Total Meeting Attendance % Attendance
Rapat Internal Dewan Komisaris
12 10 83%
Board of Commissioners’ Internal Meetings
Rapat Dewan Komisaris Khusus
8 8 100%
Board of Commissioners’ Special Meetings
Rapat Dewan Komisaris yang Menyertakan Direksi
Board of Commissioners’ Meetings including Board of 12 11 92%
Directors
Total 32 29 91%
Kehadiran selaku Sekretaris Dewan Komisaris The presence as the Secretary of the Board of
tersebut telah memenuhi kewajiban dan ketentuan Commissioners has fulfilled the obligations and
yang ditetapkan oleh Dewan Komisaris. conditions set by the Board of Commissioners.
2. Penyiapan Surat dan Dokumentasi Dewan 2. Preparation of the Board of Commissioners’ Letters
Komisaris and Documentation
Selama tahun 2019, selaku Sekretaris Dewan During 2019, as Secretary of the Board of
Komisaris bersama-sama dengan Komite Commissioners, together with the Audit
Audit dan Komite Pengembangan Usaha dan Committee and the Business Development and
Pemantauan Risiko telah membantu menyiapkan Risk Monitoring Committee, helped prepare the
penyelenggaraan rapat, konsep surat dan meetings, draft letters and documentation of the
dokumentasi kegiatan Dewan Komisaris sebagai Board of Commissioners’ activities as follows:
berikut:
Ukuran Kinerja | Performance measure Realisasi | Realization
Notulensi Rapat | Meeting Minutes 29 dokumen | documents

Laporan Periodik | Periodic Report 4 dokumen | documents
Laporan Tugas Tahunan | Annual Task Report 1 dokumen | documents
Surat Keluar Dewan Komisaris | Letter of Exit Board of Commissioners 57 dokumen | documents
Surat Keputusan Dewan Komisaris | Decree of the Board of Commissioners 15 dokumen | documents
D. Pengawasan D. Supervision
1. Ulasan kinerja perusahaan 1. Review of Company Performance
Ukuran Kinerja | Performance Measure Realisasi | Realization
Review/telaah atas capaian kinerja perusahaan

12 dokumen | documents
Review/Discuss the company performance achievment
Dalam rangka pengawasan atas kinerja perusahaan, In the context of monitoring the Company’s
Dewan Komisaris dan Direksi melaksanakan rapat performance, the Board of Commissioners and
gabungan untuk membahas capaian kinerja sampai the Board of Directors hold a joint meeting to
periode tertentu, kendala yang dihadapi, potensi discuss performance achievements for a certain
dan langkah yang akan diambil manajemen di period, constraints faced, potentials and steps
masa yang akan datang untuk mencapai target that the Management will take in the future to
kinerja yang telah ditetapkan dalam RKAP. achieve the performance targets set in the RKAP.
Dalam rangka pengawasan atas kinerja tersebut, In the context of supervising such performance,
Sekretaris Dewan Komisaris melaksanakan the Board of Commissioners’ Secretary shall carry
penyiapan sebagai berikut: out the following preparations:

• Koordinasi dengan unit keuangan perusahaan • Coordinate with the Company’s financial
terkait dengan penyiapan laporan dan units related to the preparation of reports
paparan kinerja yang akan dibahas dalam and performance exposures to be discussed
rapat. at the meeting.
• Berkoordinasi dengan Komite untuk • Coordinate with the Committee to prepare
penyiapan evaluasi atas kinerja tersebut. the performance evaluation.
• Menyiapkan bahan, hal-hal yang perlu • Preparation of materials, matters that need
mendapatkan perhatian, konsep masukan/ attention, input concept/advice for the
nasehat untuk manajemen, dan hal-hal terkait Management, and other related matters.
lainnya.
• Menyiapkan dokumentasi dan sarana- • Preparation of documentation and supporting
prasarana penunjang rapat. facilities for meetings.
2. Ulasan Kebijakan 2. Policy Review

Selama tahun 2019, Sekretaris Dewan Komisaris Throughout 2019, the Secretary of the Board of
telah membantu menyiapkan bahan evaluasi atas Commissioners helped prepare the evaluation
kebijakan-kebijakan yang perlu direview oleh materials for policies that need to be reviewed by
Dewan Komisaris sebagai berikut: the Board of Commissioners as follows:
Ukuran Kinerja | Performance Measure Realisasi | Realization
Nominasi Pengurus dan Pejabat | Nomination of Management and Officers 3 dokumen | documents
Remunerasi Pengurus | Management Remuneration 1 dokumen | documents
Penerapan GCG/KPKU | GCG / KPKU implementation 1 dokumen | documents
Auditor Eksternal | External Auditor 1 dokumen | documents
KOMITE AUDIT AUDIT COMMITTEE

Komite Audit Perseroan dibentuk untuk mendorong penerapan The Company’s Audit Committee was formed to encourage
prinsip-prinsip Good Corporate Governance (GCG) secara the consistent application of Good Corporate Governance
konsisten. Prinsip-prinsip yang membuat Perseroan menjadi (GCG) principles. The principles make the Company
kian transparan, akuntabel, patuh pada perundangan- more transparent, accountable, compliant with laws and
undangan dan peraturan, independen dalam mempertahankan regulations, independent in maintaining sustainability and
sustainability dan secara setara memperlakukan para pemangku equally treating stakeholders. The Audit Committee carries
kepentingan. Komite Audit melaksanakan tugas dan tanggung out its duties and responsibilities in a professional and
jawab secara profesional dan independen sesuai dengan independent manner in accordance with applicable provisions
ketentuan-ketentuan yang berlaku dalam rangka membantu in order to assist the Board of Commissioners in carrying
Dewan Komisaris menjalankan tugas dan fungsi pengawasan out oversight functions and functions of accounting and
(oversight) atas akuntansi dan proses pelaporan keuangan, financial reporting processes, conducting audits, internal
pelaksanaan audit, pengendalian internal, dan terjaminnya control, and ensuring the application of the principles
penerapan prinsip-prinsip tata kelola perusahaan yang corporate governance carried out by the Directors and
dijalankan oleh Direksi dan seluruh pemangku kepentingan all stakeholders to achieve the Company’s sustainability.
untuk tercapainya keberlanjutan Perseroan.
Fungsi utama Komite Audit adalah membantu Dewan The main function of the Audit Committee is to assist
Komisaris dalam melaksanakan fungsi pengawasan, yang the Board of Commissioners in carrying out the oversight
bertanggung jawab untuk memantau dan mengevaluasi function, which is responsible for monitoring and evaluating
perencanaan dan pelaksanaan audit serta memantau tindak the planning and implementation of the audit as well
lanjut atas temuan audit guna menilai kecukupan sistem as monitoring follow-up on audit findings to assess the
pengendalian internal termasuk kecukupan proses pelaporan adequacy of the internal control system including the
keuangan. adequacy of the financial reporting process.

DASAR PEMBENTUKAN KOMITE AUDIT BASIC FORMATION OF AUDIT COMMITTEES

Dasar Pembentukan Komite Audit Perseroan mengacu pada: The Basis for the Establishment of the Company’s Audit
Committee refers to:
1. Peraturan Menteri BUMN No. PER-12/MBU/2012 1. SOE Minister Regulation No. PER-12 / MBU / 2012
tentang Organ Pendukung Dewan Komisaris/Dewan concerning Organs Supporting the Board of Commissioners
Pengawas Badan Usaha Milik Negara; / Board of Trustees of State-Owned Enterprises;
2. Peraturan Otoritas Jasa Keuangan (POJK) No. 55/ 2. Financial Services Authority Regulation (POJK) No. 55 /
POJK.04/2015 tentang Pembentukan dan Pedoman POJK.04 / 2015 concerning the Formation and Guidelines
Pelaksanaan Kerja Komite Audit. for the Work Implementation of the Audit Committee.
TUGAS DAN TANGGUNG JAWAB KOMITE AUDIT DUTIES AND RESPONSIBILITIES OF THE AUDIT
COMMITTEE
Tugas dan Tanggung Jawab Komite Audit sebagaimana The Duties and Responsibilities of the Audit Committee as
tercantum dalam Piagam Komite Audit Perseroan adalah stated in the Company’s Audit Committee Charter are in
dalam rangka membantu Dewan Komisaris menjalankan order to assist the Board of Commissioners in carrying out
tugas dan fungsi pengawasan, sebagai berikut: their supervisory duties and functions, as follows:
Tugas terkait Audit dan Tata Kelola Perusahaan antara lain Duties related to Audit and Corporate Governance include
meliputi namun tidak terbatas pada membantu Dewan but are not limited to assisting the Board of Commissioners
Komisaris untuk memastikan efektifitas serta memberikan to ensure effectiveness and provide recommendations for
rekomendasi untuk penyempurnaan sistem pengendalian improving the internal control system, management control
internal, sistem pengendalian manajemen dan sistem system and GCG system; assessing the implementation of
GCG; menilai pelaksanaan tugas auditor internal dan internal and external auditor duties; provide recommendations
eksternal; memberikan rekomendasi dalam penunjukan in appointing public accounting firms; ensure there is
Kantor Akuntan Publik; memastikan adanya prosedur an evaluation procedure for information released by the
evaluasi atas informasi yang dikeluarkan Perseroan dan Company and compliance with laws and regulations.
kepatuhan terhadap peraturan perundang-undangan.
Tanggung jawab dari Komite Audit Garuda Indonesia The responsibilities of the Audit Committee of PT Garuda
melakukan pengawasan (oversight) terhadap pelaporan Indonesia (Persero) Tbk are oversight of financial reporting,
keuangan, auditing process, manajemen risiko dan auditing processes, risk management and internal control,
pengendalian internal, implementasi Good Corporate implementation of Good Corporate Governance (GCG),
Governance (GCG), serta bidang lain sesuai penugasan and other fields in accordance with the assignments of the
dari Dewan Komisaris. Board of Commissioners.
PIAGAM KOMITE AUDIT AUDIT COMMITTEE CHARTER

Komite Audit telah memiliki Piagam Komite Audit yang The Audit Committee has had the last revised Audit Committee
telah direvisi terakhir Surat Keputusan Dewan Komisaris Charter. Decree of the Board of Commissioners No. JKTDW /
No. JKTDW/SKEP/007/2019, tanggal 29 Juli 2019 sebagai SKEP / 007/2019, dated 29 July 2019 as a form of compliance
bentuk kepatuhan pada Peraturan Menteri Negara BUMN with SOE Ministerial Regulation No. PER-12 / MBU / 2012
No. PER-12/MBU/2012 tentang Organ Pendukung Dewan concerning Supporting Organs for the Board of Commissioners
Komisaris/Dewan Pengawas Badan Usaha Milik Negara, / Supervisory Board of State-Owned Enterprises, and POJK No.
dan POJK No. 55/POJK.04/2015 tentang Pembentukan 55 / POJK.04 / 2015 concerning the Formation and Guidelines
dan Pedoman Pelaksanaan Kerja Komite Audit. for the Work Implementation of the Audit Committee.
Piagam Komite Audit (Audit Committee Charter), merupakan The Audit Committee Charter is an Audit Committee Charter
Pedoman Pelaksanaan Kerja Komite Audit yang berguna that is useful for the Board of Commissioners, Directors
bagi Dewan Komisaris, Direksi serta organ lainnya yang and other organs in the company, so that all parties can
ada di Perseroan, sehingga semua pihak dapat terhindar avoid conflicts of interest between roles (agency problem).
dari benturan kepentingan antar peran (agency problem).

WEWENANG KOMITE AUDIT AUDIT COMMITTEE AUTHORITY

Untuk melaksanakan tugas dan tanggungjawabnya, Komite To carry out its duties and responsibilities, the Audit
Audit diberikan kewenangan sebagai berikut: Committee is given the following authority:
1. Berdasarkan surat penugasan dari Dewan Komisaris, 1. Based on the assignment letter from the Board of
dapat meminta serta memperoleh data dan informasi Commissioners, it can request and obtain data and
yang dibutuhkan baik dari Direksi, pejabat dan information needed from the Directors, officers and
karyawan, maupun pihak eksternal Perseroan, serta employees, as well as external parties of the Company,
dari Direksi, pejabat dan karyawan Anak Perusahaan as well as from the Directors, officers and employees of
dan Anak dari Anak Perusahaan, dengan terlebih the Subsidiaries and Subsidiaries, by first coordinating
dahulu berkoordinasi dengan Dewan Komisaris (Komite with the Board of Commissioners (Audit Committee)
Audit) atau Direksi perusahaan yang bersangkutan. or the Board of Directors of the company concerned.
2. Komite Audit berwenang untuk meminta kehadiran 2. The Audit Committee has the authority to request the
Direksi, pejabat, karyawan, dan akuntan publik/Auditor presence of Directors, officers, employees, and public
Eksternal dalam rapat Komite Audit. accountants / External Auditors in Audit Committee meetings.
3. Komite Audit, dapat meminta masukan, penjelasan dan 3. The Audit Committee, can ask for input, explanation
pendapat profesional baik dari pihak internal Perseroan and professional opinion both from the Company’s
maupun dari pihak ketiga (antara lain akuntan publik, internal parties and from third parties (including public
konsultan hukum). accountants, legal consultants).
4. Komite Audit dapat meminta baik pihak eksternal 4. The Audit Committee may request both external and
maupun internal untuk melakukan audit investigasi, internal parties to conduct an investigative audit, with
dengan persetujuan Dewan Komisaris. the approval of the Board of Commissioners.
5. Memberi pendapat dan rekomendasi dalam penunjukan 5. Provide opinions and recommendations in the appointment
dan atau pemberhentian Kepala Unit Audit Internal. and or dismissal of the Head of the Internal Audit Unit.
6. Memberi pendapat dan rekomendasi dalam penunjukan 6. Provide opinions and recommendations in the
dan atau pemberhentian Auditor Eksternal. appointment and or dismissal of the External Auditor.
STRUKTUR, KEANGGOTAAN DAN KEAHLIAN KOMITE STRUCTURE, MEMBERSHIP AND EXPERTISE OF THE
AUDIT AUDIT COMMITTEE
Komite Audit Perseroan terdiri dari 4 (empat ) orang anggota The Company’s Audit Committee consists of 4 (four) members
dan bertanggung jawab langsung pada Dewan Komisaris. and is directly responsible to the Board of Commissioners.
Komposisi keanggotaan Komite Audit Perseroan adalah The composition of the membership of the Company’s
2 (dua) orang anggota Komisaris Independen menjabat Audit Committee is 2 (two) members of the Independent
sebagai Ketua Komite Wakil Ketua serta 2 (dua) orang Commissioner who serve as Chairperson of the Deputy
sebagai anggota yang berasal dari pihak independen. Chairperson Committee and 2 (two) members as members
from independent parties.
Rangkap jabatan Komite Audit telah memperhatikan The concurrent positions of the Audit Committee have taken into
kompetensi, kriteria independensi, kerahasiaan, kode account the competencies, independence criteria, confidentiality,
etik serta pelaksanaan tugas dan tanggung jawab masing- code of ethics and the implementation of their respective duties
masing sesuai ketentuan yang berlaku. and responsibilities in accordance with applicable regulations.
Berdasarkan Surat Keputusan Dewan Komisaris No. SKEP/ Based on the Decree of the Board of Commissioners No.
DEKOM-038/2012 tanggal 1 Juni 2012 tentang Penetapan SKEP/DEKOM-038/2012 dated June 1, 2012 concerning the
Komite Audit sebagai Organ Pendukung Komisaris, Establishment of the Audit Committee as a Supporting Organ
masa jabatan anggota Komite Audit yang bukan berasal for the Commissioners, the term of office of Audit Committee
dari Dewan Komisaris adalah 3 (tiga) tahun dan dapat members who are not from the Board of Commissioners is
diperpanjang satu kali selama 2 (dua) tahun. 3 (three) years and can be extended once for 2 (two) years.
Pada tahun 2019, komposisi keanggotaan Komite Audit In 2019, the composition of the Audit Committee
adalah sebagai berikut: membership is as follows:
PERIODE 1 JANUARI-1 AGUSTUS 2019 PERIOD 1 JANUARY-1 AUG 2019

Struktur, keanggotaan dan keahlian anggota Komite Audit The structure, membership and expertise of Audit Committee
Periode 1 Januari-1 Agustus 2019 dapat dilihat pada tabel members for the period of January 1 to August 1 2019 can
di bawah ini. be seen in the table below.

Tabel Struktur, Keanggotaan dan Keahlian Komite Audit

Table of Structure, Composition, and Expertise of Audit Committee
Nama Jabatan Keterangan Keahlian
Name Position Explanation Expertise
Insmerda Lebang Ketua | President Komisaris Independen | Independent Commissioner Polisi | Police
Setiawan Kriswanto Anggota | Member Pihak Independen | Independent party Bisnis dan Auditing | Business and Auditing
Meindy Mursal Anggota | Member Pihak Independen | Independent party Akuntansi dan Auditing | Accounting and Auditing
PERIODE 1 AGUSTUS-31 DESEMBER 2019 PERIOD 1 AUGUST - DECEMBER 31, 2019

Berdasarkan Surat Keputusan Dewan Komisaris No. JKTDW/ Based on the Decree of the Board of Commissioners No.
SKEP/008/2019 tanggal 1 Agustus 2019 terjadi perubahan JKTDW / SKEP / 008/2019 dated 1 August 2019 there
susunan keanggotaan Komite Audit. Sehingga struktur, was a change in the composition of the Audit Committee’s
keanggotaan dan keahlian anggota Komite Audit Periode membership. So that the structure, membership and expertise
1 Agustus-31 Desember 2019 dapat dilihat pada tabel of Audit Committee members for the period of 1 August - 31
di bawah ini. December 2019 can be seen in the table below.
Tabel Struktur, Keanggotaan dan Keahlian Komite Audit
Table of Structure, Composition, and Expertise of Audit Committee
Ketua Komisaris Independen Bisnis dan Keuangan

Eddy Porwanto Poo
President Independent Commissioner Business and Finance
Wakil Ketua Komisaris Independen Polisi
Insmerda Lebang
Vice president Independent Commissioner Police
Anggota Pihak Independen Bisnis dan Auditing
Setiawan Kriswanto
Member Independent party Business and Auditing
Anggota Pihak Independen Akuntansi dan Auditing
Meindy Mursal
Member Independent party Accounting and Auditing
PROFIL KOMITE AUDIT AUDIT COMMITTEE PROFILE

Profil Komite Audit per 31 Desember 2019 adalah sebagai The profile of the Audit Committee as of December 31,
berikut. 2019 is as follows.
Eddy Porwanto Poo

Ketua Komite Audit | Chairman of Audit Committee
Domisili
Jakarta
Domicile
Tempat & Tanggal Lahir Lahir di Surabaya pada tahun 1968, usia 51 tahun per Desember 2019.
Place & DOB Born in Surabaya, in 1968, 51 years old per December 2019.
• Sarjana dari Lewis & Clark College, Amerika Serikat.

Riwayat Pendidikan • Master dari University of Illiois, Amerika Serikat.
Education • Bachelor from Lewis & Clark College, Amerika Serikat.
• Magister from University of Illiois, Amerika Serikat.
• Direktur keuangan PT Garuda Indonesa (persero) (2007-2010).

Pengalaman Kerja • Komisaris PT Asuransi Tugu Pratama Indonesia Tbk (2013-saat ini)
Work Experience • Director of Finance of PT Garuda Indonesa (persero) (2007-2010).
• Commissioner of PT Asuransi Tugu Pratama Indonesia Tbk (2013-present)
Periode Jabatan 3 tahun terhitung mulai 1 Agustus 2019

Term of Office 3 years from August 1, 2019

Insmerda Lebang
Wakil Ketua Komite Audit | Vice President of the Audit Committee
Domisili
Jakarta
Domicile
Tempat & Tanggal Lahir Lahir di Rantepao pada tahun 1949, usia 70 tahun per Desember 2019.
Place & DOB Born in Rantepao, in 1949, 70 years old per December 2019.
• Akabri Kepolisian (1972).

• PTIK Angkatan XVII (1982).
• Sespim Polri (1986).
Riwayat Pendidikan • Perguruan Tinggi Ilmu Kepolisian dan Seski ABRI Gabungan (1993).
Education • Police Armed Forces Academy (1972).
• PTIK Batch XVII (1982).
• Police Staff and Leadership School (1986).
• Police Science College and Joint ABRI Staff (1993).
• Kepala Polisi Daerah Sulawesi Utara.

• Gubernur Akademi Kepolisian
• Kepala Polisi Daerah Jawa Tengah
• Kepala Badan Pembinaan Keamanan Polri
• Komisaris Utama PT Humpus lntermoda Transportasi Tbk. (2007 - 2011).
• Komisaris Utama PT Timah (Persero) Tbk (2007 - 2015).
• Komisaris Utama PT Feron Tambang Kalimantan (2008 - 2010).
• Komisaris Utama PT Cosmo International (Hongkong) (2012 - saat ini).
• Komisaris Independen PT Bank Mayapada Internasional Tbk. (2012 - saat ini).
• Komisaris Pelindo Ill Energi & Logistik PT PEL (2018 - saat ini).
Pengalaman Kerja • Komisaris Independen PT Garuda Indonesia (Persero) Tbk (2018 - 2020).
Work Experience • Chief of North Sulawesi Regional Police.
• Governor of the Police Academy.
• Chief of Central Java Regional Police.
• Head of the National Police Security Development Agency.
• President Commissioner of PT Humpus lntermoda Transportasi Tbk. (2007-2011).
• President Commissioner of PT Timah (Persero) Tbk (2007-2015).
• President Commissioner of PT Feron Tambang Kalimantan (2008-2010).
• President Commissioner of PT. Cosmo International (Hongkong) (2012-present).
• Independent Commissioner of PT Bank Mayapada Internasional. (2012-present).
• Commissioner of Pelindo Ill Energy & Logistics of PT PEL (2018-present).
• Independent Commissioner of PT Garuda Indonesia (Persero) Tbk (2018-2020).
Diangkat pertama kalinya sebagai Komisaris Independen Garuda Indonesia berdasarkan Akta Pernyataan Keputusan Rapat Perubahan
Riwayat Penunjukan Anggaran Dasar Perusahaan PT Garuda Indonesia (Persero) Tbk No. 3 tanggal 28 September 2018.
History of Appointment First appointment as Independent Commissioner of Garuda Indonesia is based on Deed of Meeting Resolutions of Amendments to the
Articles of Association of PT Garuda Indonesia (Persero) Tbk No. 3, dated 28 September 2018
Periode Jabatan 2 tahun terhitung mulai 1 Agustus 2019

Term of Office 2 years from August 1, 2019

Setiawan Kriswanto
Anggota Komite Audit | Member of the Audit Committee
Domisili
Jakarta
Domicile
Tempat & Tanggal Lahir Lahir di Sukoharjo, 19 Mei 1961, usia 58 tahun per Desember 2019
Place & DOB Born in Sukoharjo, May 19, 1961, age 58 years as of December 2019
Sarjana muda di bidang Akuntansi melalui Sekolah Tinggi Akuntansi Negara (STAN) 1979
dan Sekolah Tinggi Ilmu Ekonomi Indonesia (STIESIA) tahun 1986, dan Magister Management
Riwayat Pendidikan di Universitas Krisna Dwipayana 2004.
Education Bachelor degree in Accounting from State College of Accountancy (STAN) 1979
and Indonesian College of Economics (STIESIA) in 1986, and Masters in Management
from Krisna Dwipayana University 2004.
Mengawali karier sebagai auditor di Badan Pengawasan Keuangan dan Pembangunan (BPKP) (1983 s.d 1991) dan kemudian berkiprah
di Lembaga Keuangan seperti Bank Dagang & Industri (BDI) (1991 s.d 1999), kemudian di Badan Penyehatan Perbankan Nasional
(1999 sd 2002). Selain itu, pernah bekerja sebagai anggota Komite Audit di Bank Danamon (2002 s.d 2008), MayBank (d/h Bank BII)
(2008 s.d 2012), Bank BRI Agroniaga dan Eximbank (2010 s.d 2017), PT Timah (Persero) (2008 s.d 2012). Saat ini sebagai pengajar di
Fakultas Ekonomi, Universitas Pakuan Bogor (1999 s.d sekarang) dan antara lain juga sebagai anggota komite audit di Bank UOB (2018
Pengalaman Kerja s.d sekarang), PT Danareksa Finance (2019 sd sekarang) dan Grup TMT (2015 s.d sekarang).
Work Experience He began his career as an auditor at the Financial and Development Supervisory Agency (BPKP) in (1983 -1991) and then took
part in financial institutions such as the Bank of Trade & Industry (BDI) (1991 - 1999), then at the Indonesian Bank Restructuring
Agency (1999 - 2002). In addition, he has worked as a member of the Audit Committee at Bank Danamon (2002 - 2008), MayBank
(formerly BII Bank) (2008 - 2012), Bank BRI Agroniaga and Eximbank (2010 - 2017), PT Timah (Persero) (2008 - 2012). Currently
he is a lecturer at the Faculty of Economics, University of Pakuan Bogor (1999 - present) and among others as a member of the audit
committee at Bank UOB (2018 - present), PT Danareksa Finance (2019 - present) and the TMT Group (2015 - present).
Beliau diangkat sebagai anggota Komite Audit sejak tanggal 31 Oktober 2018 melalui Surat Keputusan Dewan Komisaris No. JKTDW/
Riwayat Penunjukan SKEP/091/2018 tanggal 31 Oktober 2018.
Appointment History He was appointed as a member of the Audit Committee on 31 October 2018 through the Decree of the Board of Commissioners No.
JKTDW / SKEP / 091/2018 dated 31 October 2018.
Periode Jabatan 3 tahun terhitung mulai 31 Oktober 2018

Term of Office 3 years from 31 October 2018
Meindy Mursal
Anggota Komite Audit | Member of the Audit Committee
Domisili
Cimahi
Domicile
Tempat & Tanggal Lahir Lahir di Bandung, 31 Juli 1962, usia 57 tahun per Desember 2019.
Place & DOB Born in Bandung, July 31, 1962. age 57 years as of December 2019.
Meraih gelar Akuntan pada tahun 1991 di Sekolah Tinggi Akuntansi Negara, dan gelar
Magister Sains (M.Si) di bidang Administrasi dan Kebijakan Bisnis pada tahun 2007, di Program
Magister Ilmu Sosial Universitas Katolik Parahyangan. Beliau juga memegang gelar profesi
Chartered Accountant (CA), Certification in Audit Committee Practices (CACP), dan
Riwayat Pendidikan
Qualified Internal Audit (QIA).
Education
He earned an accountant in 1991 at the State College of Accountancy, and a Master of Science (M.Sc)
degree in Business Administration and Policy in 2007, at the Parahyangan Catholic University Masters
Program in Social Sciences. He also holds the professional titles of Chartered Accountant (CA),
Certification in Audit Committee Practices (CACP), and Qualified Internal Audit (QIA).
Beliau memiliki pengalaman lebih dari 20 tahun di berbagai jenis penugasan antara lain, pernah sebagai praktisi audit di Badan
Pengawasan Keuangan dan Pembangunan (BPKP) (1984 s.d 2006), dan Kepala Satuan Pengawasan Internal PT Pindad (Persero) (2014
s.d 2017), pernah sebagai anggota Komite Audit di PT Timah (Persero) (2007 s.d 2011), dan PT Kereta Api Indonesia (Persero) (2011
s.d 2014), serta sampai dengan saat ini sebagai fasilitator pelatihan di bidang Keuangan dan Internal Audit, dan sebagai staf pengajar
Pengalaman Kerja pada FISIP dan Fakultas Ekonomi Universitas Katolik Parahyangan (1995 sd sekarang).
Work Experience He has more than 20 years experience in various types of assignments including, as an audit practitioner at the Financial and
Development Supervisory Agency (BPKP) (1984 - 2006), and Head of the Internal Control Unit of PT Pindad (Persero) (2014 - 2017),
had been a member of the Audit Committee at PT Timah (Persero) (2007 - 2011), and PT Kereta Api Indonesia (2011- 2014), and to
date as a training facilitator in the field of Finance and Internal Audit, and as teaching staff at the Faculty of Social and Political Sciences
and the Faculty of Economics, Parahyangan Catholic University (1995 - present).
Beliau diangkat sebagai anggota Komite Audit sejak tanggal 31 Oktober 2018 melalui Surat Keputusan Dewan Komisaris No. JKTDW/
Riwayat Penunjukan SKEP/091/2018 tanggal 31 Oktober 2018.
Appointment History He was appointed as a member of the Audit Committee on 31 October 2018 through the Decree of the Board of Commissioners No.
JKTDW / SKEP / 091/2018 dated 31 October 2018.
Periode Jabatan 3 tahun terhitung mulai 31 Oktober 2018.

Term of Office B3 years from 31 October 2018.

KUALIFIKASI PENDIDIKAN DAN PENGALAMAN QUALIFICATION OF EDUCATION AND WORK EXPERIENCE

KERJA KOMITE AUDIT OF THE AUDIT COMMITTEE
Kualifikasi pendidikan dan pengalaman kerja Ketua dan The educational qualifications and work experience of the
Anggota Komite Audit adalah sebagai berikut. Chair and Members of the Audit Committee are as follows.
Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Audit

Audit Committee Education Qualification and Work Experience Table
Nama Jabatan Pendidikan Pengalaman Kerja
Name Position Education Work experience
Memiliki pengalaman kerja sebagai Direktur keuangan Garuda
Ketua • S1 Sains Indonesia serta komisaris pada perusahaan asuransi swasta
Eddy Porwanto Poo*
President • S2 MBA Has work experience as Garuda Indonesia Finance Director
and commissioner in a private insurance company
• Perguruan Tinggi Ilmu Kepolisian dan Seski ABRI
• Gabungan
• Sespim Polri
• PTIK Angkatan XVII Memiliki pengalaman kerja sebagai Kepala Polisi dan
Wakil Ketua • Akabri Kepolisian Komisaris Independen.
Insmerda Lebang**
Vice President • ABRI’s Police and Seski Science College Has work experience as Chief of Police and Independent
• Combined Commissioner.
• Sespim Polri
• PTIK Force XVII
• National Police
• Sarjana muda di bidang Akuntansi
• Sarjana Akuntansi Memiliki pengalaman kerja sebagai Praktisi Audit dan anggota
Anggota • Magister Manajemen Komite Audit.
Setiawan Kriswanto
Member • Diploma of Accounting Have work experience as an Audit Practitioner and member of
• Bachelor of Accounting the Audit Committee.
• Master of Accounting
• Sarjana Akuntansi Memiliki pengalaman kerja sebagai Praktisi Audit dan anggota
Anggota • Magister Sains (M.Si) bidang Administrasi dan Kebijakan Bisnis Komite Audit.
Meindy Mursal
Member • Bachelor of Accounting Have work experience as an Audit Practitioner and member of
• Master of Science (M.Sc) in Administration and Business Policy the Audit Committee.
*Mulai menjabat sebagai Ketua Komite Audit sejak tanggal 1 Agustus 2019.
**Sebelumnya menjabat sebagai Ketua Komite Audit dan menjadi Wakil Ketua Komite Audit sejak tanggal 1 Agustus 2019.
*Is the President of Audit Committee since 1 August 2019.
**Previously served as Chair of the Audit Committee and became Deputy Chair of the Audit Committee on 1 August 2019.
INDEPENDENSI KOMITE AUDIT AUDIT COMMITTEE INDEPENDENCE

Semua anggota Komite Audit tidak memiliki hubungan All members of the Audit Committee have no affiliation with
afiliasi dengan Dewan Komisaris, Direksi, anggota komite the Board of Commissioners, Directors, other committee
lainnya serta pemegang saham pengendali. Oleh karena itu, members and controlling shareholders. Therefore, in carrying
dalam melaksanakan tugasnya, anggota Komite Audit tidak out their duties, Audit Committee members do not have
memiliki benturan kepentingan yang mungkin terjadi dan a conflict of interest that may occur and can guarantee
dapat menjamin independensi tertinggi dalam melaksanakan the highest independence in carrying out their duties and
tugas dan tanggung jawabnya. responsibilities.
Tabel Independensi Komite Audit

Table Audit Committee Independence
Aspek Independensi
Eddy Porwanto Poo Insmerda Lebang Setiawan Kriswanto Meindy Mursal
Independence aspect
Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan Direksi.

√ √ √ √
Has no financial relationship with the Board of Commissioners and Directors.
Tidak memiliki hubungan kepengurusan di perusahaan, anak perusahaan, maupun

perusahaan afiliasi. √ √ √ √
Has no management relationship in the company, its subsidiaries, or affiliated companies.
Tidak memiliki hubungan kepemilikan saham di perusahaan.

√ √ √ √
Do not have a share ownership relationship in the company.
Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi, dan/atau sesama
anggota Komite Audit.
√ √ √ √
Does not have family relations with the Board of Commissioners, Directors, and / or
fellow members of the Audit Committee.
Tidak menjabat sebagai pengurus partai politik, pejabat dan pemerintah.

√ √ √ √
Does not serve as a manager of political parties, officials and government

RAPAT KOMITE AUDIT MEETING OF AUDIT COMMITTEES

Dalam rangka mendukung pelaksanaan tugas dan tanggung In order to support the implementation of its duties and
jawabnya, Rapat Komite Audit diselenggarakan sesuai responsibilities, Audit Committee Meetings are held in
dengan ketentuan yang tercantum dalam Piagam Komite accordance with the provisions contained in the Audit
Audit sebagai berikut: Committee Charter as follows:
1. Komite Audit wajib mengadakan rapat sekurang- 1. The Audit Committee must hold a meeting at least
kurangnya sekali dalam sebulan; once a month;
2. Rapat Komite Audit sekurang-kurangnya dihadiri oleh 2. The Audit Committee Meeting shall be attended by
½ dari jumlah anggota; at least half of the members;
3. Pengambilan keputusan harus disetujui oleh lebih dari 3. Decision making must be approved by more than ½
½ jumlah anggota komite yang hadir; the number of committee members present;
4. Rapat dipimpin oleh Ketua Komite Audit atau anggota 4. The meeting is chaired by the Chairperson of the Audit
Komite Audit yang paling senior apabila Ketua Komite Committee or the most senior member of the Audit
Audit berhalangan hadir; Committee if the Chairperson of the Audit Committee
is unable to attend;
5. Dalam beberapa rapat yang dilaksanakan sekurang- 5. In a number of meetings conducted at least including
kurangnya mencakup pembahasan tentang rencana kerja discussion of the Audit Committee’s work plan,
Komite Audit, pelaksanaan, dan hasil kerja Komite Audit, implementation, and the work of the Audit Committee,
penyusunan laporan Komite Audit, serta masalah-masalah the preparation of the Audit Committee’s report, as
yang sekiranya perlu untuk mendapatkan perhatian dan well as issues that if necessary to get attention and
perlu disampaikan kepada Dewan Komisaris; need to be submitted to the Board of Commissioners;
6. Hasil rapat harus dituangkan dalam risalah rapat secara 6. Meeting results must be stated in minutes of meeting
tertulis, dan ditandatangani oleh seluruh peserta rapat; in writing, and signed by all meeting participants;
7. Risalah rapat disampaikan secara tertulis oleh Komite 7. of meetings are submitted in writing by the Audit
Audit kepada Dewan Komisaris. Committee to the Board of Commissioners.
AGENDA RAPAT KOMITE AUDIT AGENDA MEETING AUDIT COMMITTEE

Untuk mendukung pelaksanaan tugas dan tanggung To support the implementation of its duties and
jawabnya Komite Audit menyelenggarakan rapat internal responsibilities, the Audit Committee holds regular internal
secara berkala maupun rapat dengan Internal Audit, meetings as well as meetings with Internal Audit, Financial
Financial Accounting, unit kerja terkait lainnya dan KAP. Accounting, other relevant work units and KAP.
Sepanjang tahun 2019, tanggal pelaksanaan, Agenda rapat Throughout 2019, the dates of implementation, meeting
dan Peserta rapat Komite Audit, sebagai berikut. Agenda and Audit Committee meeting Participants, are
as follows.
Tabel Agenda Rapat Komite Audit

Table Audit Committee Meeting Agenda
Tanggal Rapat Agenda Rapat Peserta Rapat
No.
Date of Meeting Meeting Agenda Meeting Participant
1. Paparan KAP tentang:

a. Tindak lanjut hasil pertemuan tanggal 18 Desember 2018
b. Progress pelaksanaan Audit per 6 Januari 2019
c. Temuan signifikan dari hasil:
• Evaluasi sistem pengendalian intern
• IT General Control Audit
d. Langkah-langkah yang masih harus dilakukan BDO agar audit dapat selesai sesuai target waktu
Insmerda Lebang
10 Januari 2019 2. Lain-lain
1. Setiawan Kriswanto
January 10, 2019 1. Expose KAP about:
Meindy Mursal
a. Follow up on the results of the meeting on 18 December 2018
b. Audit implementation progress as of January 6, 2019
c. Significant findings from the results:
• Evaluation of the western control system
• IT General Control Audit
d. Steps to be taken by BDO so that the audit can be completed according to the target time
2. Others
1. Pelaporan Kegiatan Kerja Triwulan-4 Tahun 2018

2. Program Kerja Tahun 2019
Insmerda Lebang
31 Januari 2019 3. Lain-lain
January 31, 2019 1. Reporting on Work Activities for the 4th Quarter of 2018
Meindy Mursal
2. 2019 Work Programs
3. Others


No.
1. Program Kerja Audit Internal tahun 2019, termasuk Kegiatan Non Audit
2. Perbandingan PKPT tahun 2018 dan realisasinya
3. Hasil Monitoring Penyelesaiannya Tindak Lanjut Hasil Audit Internal dan Audit Eksternal (BPK, KAP, dan BPKP)
4. Draft Final Revisi Piagam Internal Audit
5. Lain-lain Insmerda Lebang
7 Februari 2019
3. 1. Internal Audit Work Program in 2019, including Non-Audit Activities Setiawan Kriswanto
Februari 7, 2019
2. Comparison of PKPT in 2018 and its realization Meindy Mursal
3. Results of Monitoring of the Settlement Follow-up on Internal Audit Results and External Audit (BPK, KAP, and
BPKP)
4. Final Draft of the Internal Audit Charter Revision
5. Others

a. Progres pelaksanaan audit sampai dengan 6 Februari 2019
b. Temuan penting hasil audit
c. Kesulitan yang dihadapi dalam pelaksanaan audit
d. Hal-hal yang tidak sepaham dengan manajemen
Insmerda Lebang
14 Februari 2019 2. Lain-lain
Februari 14, 2019 1. Expose KAP about:
Meindy Mursal
a. Progress of the audit until February 6, 2019
b. Important findings of audit results
c. Difficulties encountered in conducting the audit
d. Things that are not in agreement with management
2. Others
1. Pembahasan Draft Hasil Review Komite Audit atas Laporan Keuangan tahun 2018
2. Persiapan Bahan Rapat Dewan Komisaris-Direksi-KAP-Komite Audit, tanggal 14 Maret 2019
Insmerda Lebang
11 Maret 2019 3. Hal-hal lain yang dipandang perlu
March 11, 2019 1. Discussion of the Audit Committee Draft Review Results for the 2018 Financial Statements
Meindy Mursal
2. Preparation for the Board of Commissioners-Directors-KAP-Audit Committee Meeting Material, March 14, 2019
3. Other matters deemed necessary
Insmerda Lebang
22 April 2019 Diskusi draft Laporan Keuangan
April 22, 2019 Discussion on draft Financial Statements
Meindy Mursal
Insmerda Lebang
25 Juni 2019 Progress Update-June 2019
June 25, 2019 Progress Update-June 2019
Meindy Mursal
1. Paparan Komite Audit tentang Penyiapan TOR dan Rencana Kegiatan

2. Paparan Panitia Pengadaan, terkait Hal-hal penting Proses Pengadaan Jasa Audit KAP Tahun 2018
3. Masukan dari WA dan DA
4. Lain-lain Insmerda Lebang
27 Juni 2019
8. 1. The Audit Committee’s Presentation on the TOR Preparation and Activity Plan Setiawan Kriswanto
June 27, 2019
2. Expose the Procurement Committee, related to important matters in the 2018 KAP Audit Services Procurement Meindy Mursal
Process
3. Input from WA and DA
4. Others
Insmerda Lebang
11 Juli 2019 Penjelasan, Masukan Tim Manajemen dan Finalisasi Term of Reference
July 11, 2019 Explanation, Management Team Input and Finalize the Term of Reference
Meindy Mursal
1. Paparan KAP tentang Rencana Pelaksanaan Audit Lanjutan.

16 Juli 2019 2. Lain-lain Setiawan Kriswanto
10.
July 16, 2019 1. Expose KAP on the Plan for Continuing Audit Implementation. Meindy Mursal
2. Others

a. Progres Pelaksanaan Audit sampai dengan 18 Juli 2019
b. Temuan Penting/Signifikan atas Hasil Audit
c. Kendala yang dihadapi dalam Pelaksanaan Audit
Insmerda Lebang
22 Juli 2019 2. Lain-lain
July 22, 2019 1. Expose KAP about:
Meindy Mursal
a. Audit Implementation Progress until 18 July 2019
b. Important Findings / Significance of Audit Results
c. Constraints faced in the Audit Implementation
2. Others

a. Progres Pelaksanaan Audit sampai dengan 18 Juli 2019
b. Temuan Penting/Signifikan atas Hasil Audit
c. Kendala yang dihadapi dalam Pelaksanaan Audit
2. Lain-lain
12. 23 Juli 2019 Meindy Mursal
1. Expose KAP about:
July 23, 2019
a. Audit Implementation Progress until 18 July 2019
b. Important Findings / Significance of Audit Results
c. Constraints faced in the Audit Implementation
2. Others
1. Pembahasan Progres Pelaksanaan Lelang Terbatas Pengadaan Jasa Akuntan Publik Tahun 2019,
per 29 Juli 2019 Eddy Porwanto Poo
1 Agustus 2019 2. Hal-hal lain yang dipandang perlu Insmerda Lebang
13.
August 1, 2019 1. Discussion on the Progress of the Limited Public Procurement of Public Accountants Procurement Services Setiawan Kriswanto
in 2019, as of July 29, 2019 Meindy Mursal


No.
1. Pembahasan Progres Pelaksanaan Lelang Terbatas Pengadaan Jasa Akuntan Publik Tahun 2019, per 21 Agustus
2019. Eddy Porwanto Poo
21 Agustus 2019 2. Hal-hal lain yang dipandang perlu Insmerda Lebang
14.
August 21, 2019 1. Discussion on the Progress of the Limited Public Procurement of Public Accountants Procurement Services 2019, Setiawan Kriswanto
as of August 21, 2019. Meindy Mursal
1. Paparan VP Cargo tentang:
a. Progres Pelaksanaan Program Kerja
b. Upaya Penguatan Sistem Pengendalian Intern
2. Diskusi dengan Unit Terkait
Eddy Porwanto Poo
27 Agustus 2019 3. Lain-lain.
August 27, 2019 1. Expose VP Cargo about:
Meindy Mursal
a. Work Program Implementation Process
b. Efforts to Strengthen Internal Control Systems
2. Discussion with Related Units
3. Others.
3 September 2019 Memberikan Penjelasan terkait dengan proses pengadaan jasa audit KAP Setiawan Kriswanto
16.
September 3, 2019 Provide explanations related to KAP audit services procurement process Meindy Mursal
1. Pembahasan Hasil Pengadaan Jasa Akuntan Publik Tahun 2019
3 September 2019 2. Hal-hal lain yang dipandang perlu Setiawan Kriswanto
17.
September 3, 2019 1. Discussion of 2019 Public Accountants Procurement Results Meindy Mursal
1. Paparan Komite Audit tentang Hasil Telaahan atas Usulan penghapusbukuan aset tetap yang diajukan Direksi
2. Diskusi dengan unit lain
3. Hal-hal terkait lainnya
10 September 2019 Setiawan Kriswanto
18. 1. The Audit Committee’s Expose on the Results of the Study of the proposed write-off of fixed assets submitted by
September 10, 2019 Meindy Mursal
the Directors
2. Discussion with other units
3. Other related matters
1. Pembahasan Tindak lanjut Hasil Telaahan dan Tanggapan atas Permohonan Persetujuan Penghapusbukuan dan
Pemindahtanganan Aktiva Tetap Tahun 2019 Eddy Porwanto Poo
12 September 2019 2. Hal-hal lain yang dipandang perlu Insmerda Lebang
19.
September 12, 2019 1. Discussion on the Follow-up to the Results of the Study and Response to the Application for the Agreement on Setiawan Kriswanto
Write-Off and Transfer of Fixed Assets in 2019 Meindy Mursal
1. Pembahasan Catatan Komite Audit atas Laporan Evaluasi Kinerja Garuda Group Semester I Tahun 2019 Eddy Porwanto Poo
3 Oktober 2019 2. Hal-hal lain yang dipandang perlu Insmerda Lebang
20.
October 3, 2019 1. Discussion of Audit Committee Notes on the Garuda Group Performance Evaluation Report Semester I 2019 Setiawan Kriswanto
2. Other matters deemed necessary Meindy Mursal
Eddy Porwanto Poo
21 Oktober 2019 Update Progress Hasil Audit Tahun Buku 2019 dengan Eksternal Audit/PwC Insmerda Lebang
21.
October 21, 2019 Audit Progress Update for Fiscal Year 2019 with External Audit / PwC Setiawan Kriswanto
Meindy Mursal
1. Evaluasi Laporan Internal Audit
2. Temuan Audit dan Tindak Lanjut Hasil Pemeriksaan baik Internal maupun Eksternal Audit
3. Progress Audit Internal Charter
Insmerda Lebang
7 November 2019 4. Hal terkait lainnya
November 7, 2019 1. Evaluation of Internal Audit Reports
Meindy Mursal
2. Audit Findings and Follow Up on Internal and External Audit Examination Results
3. Internal Charter Audit Progress
1. Evaluasi Keselarasan Pengembangan IT dengan Strategi Perusahaan:
a. Evaluasi Kerja JKTOX yang Dihubungkan dengan Upaya Mengatasi Temuan Audit Internal, BPK dan lainnya.
b. Identifikasi Area yang Memerlukan Improvement, dengan Pendekatan Arsitektur Aplikasi, Infrastruktur IT,
Tata Kelola IT , Roadmap IT.
14 November 2019 2. Hal Terkait Lainnya. Setiawan Kriswanto
23.
November 14, 2019 1. Evaluation of the Alignment of IT Development with Company Strategy: Meindy Mursal
a. JKTOX Work Evaluation Linked to Efforts to Overcome Internal Audit Findings, BPK and others.
b. Identification of Areas that Need Improvement, with Application Architecture Approach, IT Infrastructure, IT
Governance, IT Roadmap.
2. Other Related Matters.
21 November 2019 Update Progress Hasil Audit Tahun Buku 2019 dengan Eksternal Audit/PwC Setiawan Kriswanto
24.
November 21, 2019 Audit Progress Update for Fiscal Year 2019 with External Audit / PwC Meindy Mursal
Pembahasan Progres Persiapan Pelaksanaan Surat Tugas DEKOM-105 tanggal 9 Desember 2019 untuk melakukan Eddy Porwanto Poo
12 Desember 2019 Pendalaman khusus terhadap dugaan penyelundupan HD dan sepeda Brompton pada GA9721 Insmerda Lebang
25.
December 12, 2019 Discussion on the Progress of Preparation for the DEKOM-105 Task Letter dated 9 December 2019 to conduct a Setiawan Kriswanto
special Deepening of the alleged smuggling of HD and Brompton bikes on GA9721 Meindy Mursal
19 Desember 2019 Update status audit 30 September 2019 dengan Komite Audit Setiawan Kriswanto
26.
December 19, 2019 Audit Status Update september 30 2019 with Audit Committee Meindy Mursal
20 Desember 2019 Diskusi Mengenai Tagihan GMFAA yang tidak cocok dengan saldo di Citilink dan Garuda Indonesia Eddy Porwanto Poo
27.
December 20, 2019 Discussion Regarding GMFAA Bills which are not matches the balance in Citilink and Garuda Indonesia Meindy Mursal
Eddy Porwanto Poo
Pembahasan Draft Laporan Hasil Pendalaman Khusus terhadap dugaan Penyeludupan HD dan sepeda Brompton
20 Desember 2019 Insmerda Lebang
28. dalam pesawat GA 9721
December 20, 2019 Setiawan Kriswanto
Discussion on Draft Results Report Specifically the alleged Smuggling HD and Brompton bikes on a plane GA 9721
Meindy Mursal

FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE FREQUENCY AND ATTENDANCE OF AUDIT COMMITTEE
AUDIT MEETINGS
Pada tahun 2019, Komite Audit menyelenggarakan Rapat In 2019, the Audit Committee held 28 (twenty eight) Audit
Komite Audit sebanyak 28 (dua puluh delapan) kali. Adapun Committee Meetings. The frequency and level of attendance
frekuensi dan tingkat kehadiran rapat masing-masing of meetings of each Audit Committee member are as follows.
anggota Komite Audit adalah sebagai berikut.
Tabel Tingkat Kehadiran Rapat Komite Audit

Table of Attendance at Audit Committee Meetings
Rapat Komite Audit
Audit Committee Meeting
Nama Jabatan Jumlah dan Persentase Kehadiran
Name Position Number and Percentage of Attendance
Jumlah Rapat Jumlah Kehadiran Persentase
Number of Meeting Number of Attendance Percentage
Eddy Porwanto Poo* Ketua | President 16 9 56%
Insmerda Lebang** Wakil Ketua | Vice President 28 18 64%
Setiawan Kriswanto Anggota | Member 28 26 93%
Meindy Mursal Anggota | Member 28 28 100%
*Mulai menjabat sebagai Ketua Komite Audit sejak tanggal 1 Agustus 2019.
**Sebelumnya menjabat sebagai Ketua Komite Audit dan menjadi Wakil Ketua Komite Audit sejak tanggal 1 Agustus 2019.
* Appointed as Chairman of the Audit Committee on 1 August 2019.
** Previously served as Chairman of the Audit Committee and became Deputy Chairman of the Audit Committee on 1 August 2019.
PROGRAM PENINGKATAN KOMPETENSI KOMITE PROGRAM FOR ENHANCING AUDIT COMMITTEE

AUDIT COMPETENCY
Program peningkatan kompetensi Komite Audit telah The Audit Committee competency improvement program
disajikan pada Bab Profil Perusahaan dalam Laporan has been presented in the Corporate Profile Chapter in
Tahunan ini. this Annual Report.
LAPORAN SINGKAT PELAKSANAAN KEGIATAN BRIEF REPORT OF THE AUDIT COMMITTEE

KOMITE AUDIT TAHUN 2019 ACTIVITIES IN 2019
Sepanjang tahun 2019, Komite Audit telah melakukan Throughout 2019, the Audit Committee has carried out
berbagai aktivitas untuk membantu Dewan Komisaris dalam various activities to assist the Board of Commissioners
melaksanakan fungsi pengawasan (oversight) atas laporan in carrying out the oversight function of the Company’s
keuangan dan operasional Perseroan. Dalam menjalankan financial and operational reports. In carrying out its
fungsinya, Komite Audit menyusun program kerja sesuai functions, the Audit Committee prepares work programs
tugas pokok dan fungsi yang dicantumkan dalam Piagam according to the main tasks and functions listed in the Audit
Komite Audit. Dalam pelaksanaan tugas tersebut, Komite Committee Charter. In carrying out these tasks, the Audit
Audit berkoordinasi dengan Divisi Audit Internal serta unit Committee coordinates with the Internal Audit Division and
kerja terkait untuk pelaksanaan pengumpulan dan pengujian related work units for the collection and testing of evidence
bukti yang selanjutnya menjadi kajian Komite Audit. which subsequently becomes the Audit Committee’s review.
Adapun pelaksanaan program kerja Komite Audit pada The implementation of the Audit Committee’s work program
tahun 2019 adalah sebagai berikut: in 2019 is as follows:
1. Pengendalian Internal 1. Internal Control
Komite Audit melakukan kajian dan melaporkan kepada The Audit Committee reviews and reports to the Board
Dewan Komisaris terkait dengan pengendalian Internal, of Commissioners regarding internal control, including:
di antaranya:
a. Temuan hasil pemeriksaan Internal Audit, yang a. Findings from the results of the Internal Audit
terkait dengan adanya potensi kelemahan examination, which are related to the potential
pengendalian internal; weaknesses of internal control;
b. Pembahasan terhadap rencana review sistem b. Discussion on the planned review of internal
pengendalian intern dan Pengendalian Umum control systems and Information Technology
Teknologi Informasi oleh Kantor Akuntan General Control by the Public Accountant Office

Publik (KAP) ketika rapat pembahasan progres (KAP) during a meeting to discuss the progress
pelaksanaan audit; of the audit;
c. Implementasi sistem dan prosedur pada c. Implementation of systems and procedures for the
permohonan Persetujuan Pemindahtanganan dan application for the 2019 Permanent Assets and
Penghapusbukuan Aktiva Tetap Tahun 2019 dari Write-Off Approval from the Directors;
Direksi;
d. Implementasi sistem dan prosedur pada Kerjasama d. Implementation of systems and procedures for
Penyediaan Layanan Konektivitas dalam the Connectivity Service Delivery Cooperation.
Penerbangan.
2. Laporan Keuangan 2. Financial Reports
Komite Audit: Audit Committee:
a. Melakukan review terhadap Laporan Keuangan a. Conduct a review of the Quarterly Consolidated
Konsolidasian Triwulanan dan memberikan catatan Financial Statements and provide important notes
penting yang didapat dari hasil review; obtained from the results of the review;
b. Memberikan catatan-catatan terhadap Laporan b. Provide notes to the Financial Statements based
Keuangan berdasarkan hasil review. on the results of the review.
3. Audit Internal 3. Internal Audit
Komite Audit melakukan pertemuan minimal 2 (dua) The Audit Committee meets at least every 2 (two)
bulan sekali dengan Satuan Pengawas Internal (SPI) months with the Internal Supervisory Unit (SPI) to
untuk me-monitor pelaksanaan dan tindak lanjut hasil monitor the implementation and follow-up on the
audit internal dan memonitor tindak lanjut hasil audit results of the internal audit and monitor the follow-up
eksternal sesuai dengan program kerja SPI tahun 2019 of the external audit results in accordance with the
di antaranya: 2019 SPI work program including:
a. Pembahasan temuan-temuan audit yang penting a. Discussion of important and significant audit
dan signifikan; findings;
b. Tindak lanjut temuan External Auditor (BPK, KAP). b. Follow up on the findings of the External Auditor
(BPK, KAP).
4. Audit Eksternal 4. External Audit
a. Melakukan evaluasi pelaksanaan audit KAP untuk a. Evaluate KAP audits for fiscal year 2018;
tahun buku 2018; b. Oversee the planning, implementation and discuss
b. Mengawasi perencanaan, pelaksanaan dan the results of audits on the improvement and
membahas hasil audit atas perbaikan dan restatement of the 2018 Financial Statements;
penyajian kembali Laporan Keuangan Tahun 2018; c. With the KAP discussing the progress of the audit
c. Dengan KAP membahas progres pelaksanaan for fiscal years 2018 and 2019;
audit untuk tahun buku 2018 dan 2019;
d. Memproses perencanaan, mengawasi pelaksanaan d. Process planning, oversee implementation and
dan memberikan rekomendasi penunjukkan KAP provide recommendations for the appointment
untuk audit tahun buku 2019. of KAPs for the 2019 fiscal year audit.
5. Kepatuhan pada Peraturan dan Perundangan 5. Compliance with Laws and Regulations
Komite Audit telah memonitor tindak lanjut atas The Audit Committee has monitored the follow-up
rekomendasi Badan Pemeriksaan Keuangan (BPK) yang to the recommendations of the Audit Board (BPK)
dilakukan oleh Perseroan. Komite Audit juga melakukan conducted by the Company. The Audit Committee
kordinasi dengan unit Internal Audit untuk membahas also coordinates with the Internal Audit unit to discuss
kepatuhan terhadap peraturan perundang-undangan; compliance with laws and regulations;
6. Pengelolaan Komite dan Program lainnya 6. Management of Committees and other Programs
a. Penyusunan Rencana Kerja, Laporan kegiatan a. Preparation of Work Plans, Quarterly Activity Reports,
Triwulanan, Laporan Tahunan untuk Annual Annual Reports for Annual Reports, and proposed
Report, dan usulan Revisi Piagam Komite Audit; Revisions to the Audit Committee Charter;
b. Penyiapan Catatan Dewan Komisaris atas Usulan b. Preparation of the Board of Commissioners’ Notes
RKAP Tahun 2019; on the Proposed RKAP 2019;
c. Mengikuti seminar/Diskusi Panel yang c. Participate in Panel Seminars / Discussions
dilaksanakan oleh Ikatan Komite Audit Indonesia conducted by the Indonesian Audit Committee
(IKAI); Association (IKAI);

d. Penyiapan dan review atas Draft Laporan Kegiatan d. Preparation and review of the Board of
Dewan Komisaris yang disampaikan pada Rapat Commissioners’ Draft Activity Report submitted at
Umum Pemegang Saham, 24 April 2019; the General Meeting of Shareholders, 24 April 2019;
e. Melakukan telaahan atas usulan penetapan e. Examine the proposed determination of the
kebijakan Thereshold/Batasan Nilai Kewenangan Thereshold policy / Limitation of Authority Value
Direksi, Dewan Komisaris dan Pemegang Saham of Directors, Board of Commissioners and Series
Seri A Dwiwarna; A Dwiwarna Shareholders;
f. Me-review atas Permohonan Tandatangan pada f. Reviewing the Application for Signatures on
Hasil Evaluasi/Review Penerapan GCG Tahun the Results of Evaluation / Review of GCG
Buku 2018; Implementation in the 2018 Fiscal Year;
g. Mengadakan koordinasi dengan Komite g. Coordinate with the Business Development and
Pengembangan Usaha dan Pemantau Risiko, Risk Monitoring Committee, in terms of:
dalam hal:
• Pembahasan Draft RKAP tahun 2020; • Discussion of 2020 RKAP Draft;
• Persetujuan Rencana Pendanaan melalui • Approval of Funding Plans through Long-
Pinjaman Jangka Panjang; Term Loans;
• Persetujuan Penjaminan GIH France terkait • Approval of GIH France Guarantee related
transaksi Novasi Pesawat dan Delivery 8 unit to Aircraft Novation and Delivery 8 units of
ATR 72 – used. ATR 72 - used.
h. Melakukan pengumpulan informasi awal dan h. Collecting preliminary information and special
pendalaman khusus terkait dengan hal-hal yang deepening related to matters relating to arrival
terkait dengan kedatangan dengan pesawat Garuda with Garuda Indonesia flight GA9721 (Airbus
Indonesia flight GA9721 (Airbus A330-900-Neo). A330-900-Neo).
Dalam kaitannya dengan fungsi pendukung pengawasan In relation to the functions of supporting the supervision of
jalannya Perseroan, Komite Audit mendorong Manajemen the Company’s operations, the Audit Committee encourages
dan perangkatnya untuk selalu menjalankan kepatuhan Management and its tools to always carry out compliance
terhadap peraturan perundang-undangan yang berlaku with applicable laws and regulations and increase information
dan meningkatkan keterbukaan informasi dalam laporan disclosure in financial statements in accordance with IFRS-
keuangan sesuai Standar Akuntansi Keuangan (SAK) berbasis based Financial Accounting Standards (International Financial
IFRS (International Financial Reporting Standards) dan Reporting Standards) and policies Accounting.
kebijakan Akuntansi.
KOMITE NOMINASI DAN REMUNERASI NOMINATION AND REMUNERATION COMMITTEE

Komite Nominasi dan Remunerasi dibentuk dalam rangka The Nomination and Remuneration Committee was formed
melaksanakan Good Corporate Governance di Garuda in order to implement Good Corporate Governance in
Indonesia sebagai prinsip korporasi yang sehat perlu Garuda Indonesia as a sound corporate principle, it is
ditetapkan format nominasi bagi Direksi dan Komisaris necessary to establish a transparent nomination format for
secara transparan dan format remunerasi yang wajar Directors and Commissioners and a reasonable remuneration
berdasarkan kontribusi prestasi bagi Dewan Komisaris format based on performance contributions for the Board
dan Direksi terhadap Kinerja Perusahaan. of Commissioners and Directors for Company Performance.
DASAR PEMBENTUKAN KOMITE NOMINASI DAN BASIC FORMATION OF NOMINATION AND

REMUNERASI REMUNERATION COMMITTEE
Dasar Pembentukan Komite Nominasi dan Remunerasi The Basis of the Establishment of the Garuda Indonesia
Garuda Indonesia yaitu: Nomination and Remuneration Committee are:
1. Peraturan Otoritas Jasa Keuangan Nomor 34/ 1. Financial Services Authority Regulation Number 34/
POJK.04/2014 tentang Komite Nominasi dan POJK.04/2014 concerning the Nomination and
Remunerasi Emiten atau Perusahaan Publik; Remuneration Committee of Issuers or Public Companies;
2. Peraturan Menteri BUMN No. PER-12/MBU/2012 2. SOE Minister Regulation No. PER-12/MBU/2012 concerning
tentang Organ Pendukung Dewan Komisaris/Dewan Organs Supporting the Board of Commissioners/Board of
Pengawas Badan Usaha Milik Negara; Trustees of State-Owned Enterprises;
3. Surat Keputusan Dewan Komisaris Nomor: JKTDW/ 3. Decree of the Board of Commissioners Number: JKTDW/
SKEP/114/2017 tentang Pembentukan Komite SKEP/114/2017 concerning the Establishment of the
Nominasi dan Remunerasi PT Garuda Indonesia Nomination and Remuneration Committee of PT Garuda
(Persero) Tbk. Indonesia (Persero) Tbk.

PIAGAM KOMITE NOMINASI DAN REMUNERASI NOMINATION AND REMUNERATION COMMITTEE

CHARTERS
Komite Nominasi dan Remunerasi telah memiliki Piagam Komite Nominasi dan Remunerasi telah memiliki Piagam
Komite yang ditetapkan pada tanggal 29 September 2010. Komite yang ditetapkan pada tanggal 29 September 2010.
TUGAS DAN TANGGUNG JAWAB KOMITE NOMINASI DUTIES AND RESPONSIBILITIES OF THE NOMINATION
DAN REMUNERASI AND REMUNERATION COMMITTEE
Komite mempunyai tugas untuk mengkaji kebijakan nominasi The Committee has the duty to review the nomination and
dan remunerasi secara menyeluruh dan menilai konsistensi remuneration policy as a whole and assess the consistency
penerapannya termasuk namun tidak terbatas pada hal-hal of its application including but not limited to the following
sebagai berikut: matters:
1. Menyusun Piagam Komite dan memutakhirkannya 1. Arrange Committee Charter and update it from time
dari waktu ke waktu sesuai dengan perkembangan to time in accordance with business development and
bisnis dan kebutuhan Garuda Indonesia. Garuda Indonesia needs.
2. Tugas komite dalam hal nominasi: 2. The duties of the committee in terms of nominations:
a. Mengkaji ulang komposisi dan besarnya a. Review the composition and size of the membership
keanggotaan Dewan Komisaris dan Direksi untuk of the Board of Commissioners and Directors to
memastikan bahwa anggota Dewan Komisaris ensure that members of the Board of Commissioners
dan Direksi memiliki keahlian yang memadai and Directors have adequate expertise and come
dan berasal dari berbagai latar belakang yang from various backgrounds that are required by
diperlukan oleh Garuda Indonesia; Garuda Indonesia;
b. Menentukan rincian tugas (job description) dan b. Determine the job description and appointment
persyaratan penunjukkan, termasuk kriteria- requirements, including criteria for a President
kriteria bagi seorang Komisaris Utama, Anggota Commissioner, Member of the Board of
Komisaris, Direktur Utama dan Anggota Direksi; Commissioners, President & CEO and Members
of the Board of Directors;
c. Menyusun dan merekomendasikan sistem c. Formulate and recommend a transparent system
nominasi dan evaluasi kinerja yang transparan of nomination and performance evaluation for
bagi Dewan Komisaris dan Direksi yang selanjutnya the Board of Commissioners and Directors which
diajukan untuk memperoleh persetujuan RUPS; are subsequently submitted for GMS approval;
d. Membuat rencana suksesi Dewan Komisaris dan d. Make a succession plan for the Board of
Direksi termasuk merekomendasikan tindakan Commissioners and Directors including
yang perlu dilakukan bilamana terdapat jabatan recommending actions that need to be taken
Dewan Komisaris dan atau Direksi yang lowong; if there are vacant positions of the Board of
Commissioners and or Directors;
e. Mengkaji sistem manajemen karir yang diterapkan e. Reviewing the career management system
di Garuda Indonesia Group dan merekomendasikan implemented in the Garuda Indonesia Group and
upaya perbaikan dan penyelerasannya. recommending improvement and hardening efforts.
3. Tugas Komite dalam hal remunerasi 3. The duties of the Committee in terms of remuneration
a. Menyusun dan merekomendasikan sistem a. Prepare and recommend a remuneration system
remunerasi bagi Dewan Komisaris dan Direksi for the Board of Commissioners and Directors
untuk selanjutnya diajukan untuk memperoleh to be subsequently submitted to obtain GMS
persetujuan RUPS. Aspek-aspek yang termasuk approval. The aspects included include but are
di dalamnya meliputi namun tidak terbatas pada: not limited to:
• Format remunerasi yang dapat memotivasi • Remuneration format that can motivate the
Dewan Komisaris dan Direksi di dalam Board of Commissioners and Directors in
menjalankan perusahaan sesuai dengan target running the company in accordance with
yang telah ditentukan oleh Pemegang Saham; the targets determined by the Shareholders;
• Format remunerasi yang sedemikian rupa • The remuneration format is such that it can
sehingga dapat menghubungkan dan menilai/ connect and assess / award the company
penghargaan yang didapat perusahaan obtained with the individual performance of
dengan kinerja individual dari Direksi maupun the Directors and Board of Commissioners;
Dewan Komisaris;
• Kebijakan tingkat dan struktur remunerasi • The policy on the level and structure of the
memberikan keselarasan antara kepentingan/ remuneration provides harmony between

kebutuhan Direksi dan Dewan Komisaris the interests / needs of the Directors and the
dengan tuntutan serta target yang telah Board of Commissioners with the demands
ditetapkan Pemegang Saham; and targets set by the Shareholders;
b. Merekomendasikan gaji, tantiem, santunan purna b. Recommend salary, bonuses, post-service
jabatan dan kompensasi bagi Dewan Komisaris compensation and compensation for the Board
dan Direksi; of Commissioners and Directors;
c. Merekomendasikan manfaat (benefit) lain bagi c. Recommend other benefits for the Board of
Dewan Komisaris dan Direksi; Commissioners and Directors;
d. Membantu Komisaris Utama dalam menyusun d. Assist the President Commissioner in preparing
pengungkapan remunerasi Dewan Komisaris dan the disclosure of the remuneration of the Board
Direksi secara individual dan bersama-sama di of Commissioners and Directors individually and
dalam Laporan Tahunan Perusahaan; together in the Annual Report of the Company;
e. Mempertimbangkan hal-hal lain berkaitan e. Consider other matters relating to remuneration
dengan remunerasi atau syarat pekerjaan yang or terms of work notified to the Board of
diberitahukan bagi Dewan Komisaris dan Direksi; Commissioners and Directors;
f. Memberikan rekomendasi tentang sistem f. Provide recommendations on the compensation
kompensasi serta manfaat lainnya dalam hal system and other benefits in terms of conducting
dilakukannya program pengurangan pegawai; a staff reduction program;
g. Senantiasa melakukan study banding survei dan g. Always carry out comparative study surveys and
penelitian dalam rangka mengembangkan sistem research in order to develop a remuneration system
remunerasi bagi Dewan Komisaris dan Direksi; for the Board of Commissioners and Directors;
h. Mengkaji sistem pemberian imbalan yang berlaku h. Examining the reward system that is in effect in
di Garuda Indonesia Group dan merekomendasikan the Garuda Indonesia Group and recommending
upaya perbaikan dan penyelerasannya. efforts to improve and mitigate it.
WEWENANG KOMITE NOMINASI DAN REMUNERASI AUTHORITY OF NOMINATION AND REMUNERATION

COMMITTEE
Dalam menjalankan tugasnya Komite Nominasi dan In carrying out its duties the Nomination and Remuneration
Remunerasi berwenang untuk: Committee has the authority to:
1. Melakukan komunikasi secara langsung dengan Direksi, 1. Communicating directly with the Directors, Work Units
Unit Kerja dan atau pihak lain yang terkait dengan and or other parties related to the application of the
penerapan sistem nominasi dan remunerasi. nomination and remuneration system.
2. Meminta Direksi agar melakukan upaya-upaya yang 2. 2. Requesting the Board of Directors to make
optimal dalam penerapan sistem nominasi dan optimal efforts in implementing the nomination and
remunerasi di Garuda Indonesia. remuneration system in Garuda Indonesia.
STRUKTUR, KEANGGOTAAN DAN KEAHLIAN STRUCTURE, MEMBERSHIP AND EXPERTISE

KOMITE NOMINASI DAN REMUNERASI COMMITTEE NOMINATION AND REMUNERATION
Sesuai ketentuan Peraturan Menteri BUMN Nomor PER-12/ In accordance with SOE Ministerial Regulation Number
MBU/2012 tentang Organ Pendukung Dewan Komisaris/ PER-12 / MBU / 2012 concerning Supporting Organs for
Dewan Pengawas BUMN diatur bahwa Dewan Komisaris the Board of Commissioners / SOE Supervisory Board, it is
wajib membentuk Komite Audit dan dapat membentuk 1 regulated that the Board of Commissioners must establish
(satu) komite lainnya, maka dengan mempertimbangkan an Audit Committee and can form 1 (one) other committee,
bahwa telah dibentuk Komite Pengembangan Usaha dan taking into account that a Business Development Committee
Pemantauan Risiko, sedangkan struktur dan keanggotan and Risk Monitoring, while the structure and membership
Komite Nominasi dan Remunerasi hanya terdiri dari Dewan of the Nomination and Remuneration Committee consists
Komisaris yang menjabat pada saat itu. only of the Board of Commissioners who served at that time.

PERIODE 1 JANUARI – 24 APRIL 2019 PERIOD OF 1 JANUARY - APRIL 24, 2019
Tabel Struktur, Keanggotaan dan Keahlian Komite Nominasi dan Remunerasi

Table of Structure, Membership and Expertise Committee of the Nomination and Remuneration Committee
Nama Jabatan Keterangan ` Keahlian

Ketua Aviasi, Teknik Pesawat Terbang, Regulasi
Agus Santoso President Commissioner and Independent
President Aviation, Aircraft Engineering, Regulation
Commissioner
Anggota Komisaris Independen Hukum, Penyiaran/publikasi
Member Independent Commissioner Law, Broadcasting/publication
Anggota Komisaris Independen Polisi
Insmerda Lebang
Member Independent Commissioner Police
Aviasi, Teknik penerbangan, Regulasi Perhubungan Udara
Anggota Komisaris
Muzaffar Ismail Aviation, Aviation Engineering, Air Transportation
Member Commissioner
Regulations
Anggota Komisaris Keuangan, Akuntansi, Manajemen
Dony Oskaria
Member Commissioner Finance, Accounting, Management
Chairal Tanjung
Anggota Komisaris Teknik Industri, Ekonomi
Luky Alfirman
Member Commissioner Industrial Engineering, Economics
PERIODE 24 APRIL – 31 DESEMBER 2019 PERIOD OF 24 APRIL – 31 DECEMBER 2019
Tabel Struktur, Keanggotaan dan Keahlian Komite Nominasi dan Remunerasi

Table of Structure, Membership and Expertise Committee of the Nomination and Remuneration Committee

Ketua Keuangan, Akuntansi, Manajemen
Sahala Lumban Gaol President Commissioner and Independent
President Finance, Accounting, Management
Commissioner
Anggota Komisaris Independen Hukum, Penyiaran/publikasi
Member Independent Commissioner Law, Broadcasting/publication
Anggota Komisaris Independen Polisi
Insmerda Lebang
Member Independent Commissioner Police
Anggota Komisaris Independen Keuangan, Akuntansi, Manajemen
Eddy Porwanto Poo
Member Independent Commissioner Finance, Accounting, Management
Chairal Tanjung
PROFIL KOMITE NOMINASI DAN REMUNERASI PROFILE OF THE NOMINATION AND

REMUNERATION COMMITTEE
Profil Komite Nominasi dan Remunerasi per 31 Desember The profile of the Nomination and Remuneration Committee
2019 adalah sebagai berikut. as of December 31, 2019 is as follows.

Sahala Lumban Gaol

Ketua Komite Nominasi dan Remunerasi
Chairman of Nomination and Remuneration Committee
Domisili
Jakarta
Domicile
Tempat & Tanggal Lahir Lahir di Sibolga pada tahun 1952, usia 67 tahun per Desember 2019.
Place & DOB Born in Sibolga, in 1952, 67 years old per December 2019.
• Sarjana bidang peternakan dari Institute Pertanian Bogor.

• Master bidang International Economic dari The University of Illinois, USA.
Riwayat Pendidikan • Doctor of Philosophy bidang Ekonomi dari The University of Illinois, USA.
Education • Bachelor of Animal Husbandry from Bogor Agricultural Institute.
• Master of International Economics from The University of Illinois, USA.
• Doctor of Philosophy in Economics from The University of Illinois, USA.
• Staf Khusus Menteri Badan Usaha Milik Negara.

• Deputi Bidang Usaha Pertambangan Industri Strategis Energi dan Telekomunikasi, Kementrian BUMN.
• Deputi Menteri Bidang Koordinasi Ekonomi Makro dan Keuangan Kementerian Koordinasi Bidang Ekonomi.
Pengalaman Kerja • Direktur Penerimaan Negara Bukan Pajak dan Badan Layanan Umum Kementerian Keuangan.
Work Experience • Special Staff of the Minister of State-Owned Enterprises.
• Deputy for the Mining Business Strategic Energy and Telecommunications Industry, Ministry of SOE.
• Deputy Minister for Macroeconomic and Financial Coordination of Coordinating Ministry for Economic Affairs.
• Director of Non-Tax State Revenue and Public Service Agency of Ministry of Finance.
Herbert Timbo Parluhutan Siahaan

Anggota Komite Nominasi dan Remunerasi
Member of Nomination and Remuneration Committee
Domisili
Jakarta
Domicile
Tempat & Tanggal Lahir Lahir di Medan pada tahun 1959, usia 60 tahun per Desember 2019.
Place & DOB Born in Medan, in 1959, 60 years old per December 2019.
Riwayat Pendidikan Sarjana Hukum dari Universitas Indonesia.

Education Bachelor of Law from Universitas Indonesia.
• Direktur Utama Majalah Pilar (2003 - 2004).

• Direktur Utama Harian Jakarta (2004 - 2005).
• Direktur Pemberitaan dan Produksi Jak Tv (2005 - saat ini).
• Managing Partner Kantor Hukum TSA (2010 - saat ini).
• Komisaris PT Citilink Indonesia (2015 - 2018).
Pengalaman Kerja • Komisaris Independen PT Garuda Indonesia (Persero) Tbk (2018 - 2020).
Work Experience • President Director of Pilar Magazine (2003-2004).
• President Director of Jakarta Daily (2004-2005).
• Director of News and Production of Jak Tv (2005-present).
• Managing Partner of TSA Law Office (2010-present).
• Commissioner of PT Citilink Indonesia (2015-2018).
• Independent Commissioner of PT Garuda Indonesia (Persero) Tbk (2018-2020).
Insmerda Lebang
Anggota Komite Nominasi dan Remunerasi | Member of Nomination and Remuneration Committee
Profil Beliau dapat dilihat pada bagian Profil Komite Audit Bab Tata Kelola Perusahaan dalam Laporan Tahunan ini.
His profile can be seen in the Audit Committee Profile section of the Corporate Governance Chapter in this Annual Report.
Eddy Porwanto Poo

Profil Beliau dapat dilihat pada bagian Profil Komite Audit Bab Tata Kelola Perusahaan dalam Laporan Tahunan ini.
His profile can be seen in the Audit Committee Profile section of the Corporate Governance Chapter in this Annual Report.
Chairal Tanjung
Profil Beliau dapat dilihat pada bagian Profil Dewan Komisaris dalam Laporan Tahunan ini.
His profile can be seen in the Board of Commissioners Profile section of this Annual Report.

KUALIFIKASI PENDIDIKAN DAN PENGALAMAN QUALIFICATION OF EDUCATION AND EXPERIENCE OF

KERJA KOMITE NOMINASI DAN REMUNERASI NOMINATION AND REMUNERATION COMMITTEE WORK
Kualifikasi pendidikan dan pengalaman kerja anggota Educational qualifications and work experience of members
Komite Nominasi dan Remunerasi telah disajikan pada Sub The Nomination and Remuneration Committee has been
Bab Kebijakan Keberagaman Komposisi Dewan Komisaris presented in Sub Chapter on Diversity of the Board of
dan Direksi Bab Tata Kelola Perusahaan dalam Laporan Commissioners Composition Policy and the Directors of
Tahunan ini. the Corporate Governance Chapter in the Report This year.
INDEPENDENSI KOMITE NOMINASI DAN INDEPENDENCE OF THE NOMINATION AND

REMUNERASI REMUNERATION COMMITTEE
Sahala Herbert Eddy

Aspek Independensi Agus Insmerda Muzaffar Dony Chairal Luky
Lumban Timbo P Porwanto
Independence Aspect Santoso Lebang Ismail Oskaria Tanjung Alfirman
Gaol Siahaan Poo
Tidak memiliki hubungan

keuangan dengan Dewan
Komisaris dan Direksi
√ √ √ √ √ √ √ √ √
Has no financial relationship
with the Board of
Commissioners and Directors
kepengurusan di perusahaan,
anak perusahaan, maupun
perusahaan afiliasi
√ √ √ √ √ √ √ √ √
Has no management
relationship in the company,
its subsidiaries, or affiliated
companies
kepemilikan saham di
perusahaan
√ √ √ √ √ √ √ √ √
Do not have a share
ownership relationship in the
company
keluarga dengan Dewan
Komisaris, Direksi, dan/atau
sesama anggota Komite
Nominasi dan Remunerasi
Does not have family √ √ √ √ √ √ √ √ √
relations with the Board of
Commissioners, Directors,
and / or fellow members
of the Nomination and
Remuneration Committee
Tidak menjabat sebagai
pengurus partai politik,
pejabat dan pemerintah
√ √ √ √ √ √ √ √ √
Does not serve as a manager
of political parties, officials
and government
RAPAT KOMITE NOMINASI DAN REMUNERASI MEETING OF THE NOMINATION AND

REMUNERATION COMMITTEE
Rapat Komite Nominasi dan Remunerasi telah disajikan Nomination and Remuneration Committee meetings have
pada Sub Bab Rapat Dewan Komisaris Bab Tata Kelola been presented in the Board of Commissioners’ Meeting Sub-
Perusahaan dalam Laporan Tahunan ini. Chapter Corporate Governance Chapter in this Annual Report.
PROGRAM PENINGKATAN KOMPETENSI KOMITE PROGRAM FOR INCREASING COMPETENCY OF

NOMINASI DAN REMUNERASI NOMINATION AND REMUNERATION COMMITTEES
Program peningkatan kompetensi Komite Nominasi dan The Nomination and Remuneration Committee competency
Remunerasi telah disajikan pada Sub Bab Pengembangan improvement program has been presented in the Corporate
Kompetensi Dewan Komisaris Bab Profil Perusahaan dalam Profile Chapter in this Annual Report.
Laporan Tahunan ini.

LAPORAN SINGKAT PELAKSANAAN KEGIATAN BRIEF REPORT ON THE IMPLEMENTATION OF NOMINATION

KOMITE NOMINASI DAN REMUNERASI TAHUN 2019 AND REMUNERATION COMMITTEE ACTIVITIES IN 2019
Pada tahun 2019 tidak ada jabatan baik Direksi maupun In 2019 there were no positions in either the Directors or
Dewan Komisaris yang habis masa jabatannya, sehingga the Board of Commissioners whose term of office expired,
tidak ada usulan penggantian. Namun pada situasi so there was no proposed replacement. However, in the
pasca pemberhentian sementara sebagian Direksi oleh aftermath of the temporary dismissal of some Directors by
Dewan Komisaris maka Dewan Komisaris menggunakan the Board of Commissioners, the Board of Commissioners
kewenangannya untuk melakukan seleksi sesuai ketentuan uses its authority to make selections in accordance with
yang berlaku atas calon-calon Anggota Direksi yang berasal applicable provisions for candidates for Directors from
dari internal perusahaan dan mengajukan usulan kepada internal companies and submit proposals to the Series A
Pemegang Saham Seri A Dwiwarna sesuai ketentuan dalam Dwiwarna Shareholders according to the provisions in the
Anggaran Dasar. Articles of Association.
Adapun untuk aspek remunerasi, berdasarkan keputusan As for the remuneration aspect, based on the decision of
RUPS Tahunan pada tanggal 24 April 2019 ditetapkan bahwa the Annual GMS on 24 April 2019, it was determined that
RUPS memberikan kuasa kepada Dewan Komisaris untuk the GMS gave the Board of Commissioners the power to
menetapkan penghasilan Direksi dan Dewan Komisaris tahun determine the income of the Directors and the Board of
2019 setelah mendapatkan persetujuan dari Pemegang Commissioners in 2019 after obtaining approval from the
Saham Seri A Dwiwarna. Untuk itu, setelah Pemegang Saham Dwiwarna Series A Shareholders. For this reason, after the
Seri A Dwiwarna menyampaikan persetujuan penghasilan Dwiwarna Series A Shareholders submitted approval for
Dewan Komisaris dan Direksi untuk tahun 2019, Dewan the earnings of the Board of Commissioners and Directors
Komisaris menetapkannya dalam Surat Keputusan Dewan for 2019, the Board of Commissioners stipulated it in the
Komisaris. Decree of the Board of Commissioners.
KEBIJAKAN SUKSESI DIREKSI DIRECTORS ‘SUCCESS POLICY

Sebagai upaya mempersiapkan regenerasi kepemimpinan As an effort to prepare for the regeneration of leadership in
di masa yang akan datang, Perseroan telah memiliki Sistem the future, the Company has a Talent Management System.
Talent Management. Dalam program ini, kandidat akan In this program, candidates will participate in training or
mengikuti pelatihan atau aktivitas di bidang manajemen, activities in the fields of management, strategic planning,
perencanaan strategis, analisis kinerja keuangan, dan risiko financial performance analysis, and business risk as well
bisnis serta berbagai program lainnya. as various other programs.
Kebijakan suksesi Direksi merupakan kewenangan dari The Directors’ succession policy is the authority of the
Pemegang Saham. Anggota Direksi diangkat dari calon Shareholders. Members of the Board of Directors are
yang diusulkan oleh para Pemegang Saham. Kualifikasi appointed from candidates proposed by the Shareholders.
dan persyaratan Direksi telah diatur dalam Board Manual The qualifications and requirements of the Directors have
dengan masa jabatan 5 tahun dan dapat diangkat kembali been arranged in the Board Manual with a term of 5 years
untuk satu kali masa jabatan. Adapun pengangkatan dan and can be reappointed for one term. The appointment
pemberhentian Direksi ditetapkan oleh RUPS. and dismissal of the Directors is determined by the GMS.
KOMITE PENGEMBANGAN USAHA DAN RISK MONITORING AND BUSINESS

PEMANTAUAN RISIKO DEVELOPMENT COMMITTEE
DASAR PEMBENTUKAN KOMITE PENGEMBANGAN BASIC FORMATION OF BUSINESS DEVELOPMENT

USAHA DAN PEMANTAUAN RISIKO AND RISK MONITORING COMMITTEES
Untuk meningkatkan pengurusan dan pengawasan BUMN, To improve the management and supervision of SOEs, the SOE
Menteri Negara BUMN melalui Peraturan Menteri Negara State Minister through SOE Ministerial Regulation No. PER-12
BUMN No. PER-12/MBU/2012 tentang Organ Pendukung / MBU / 2012 concerning Supporting Organs of the Board of
Dewan Komisaris/Dewan Pengawas Badan Usaha Milik Commissioners / Supervisory Board of State-Owned Enterprises,
Negara, menyebutkan bahwa Dewan Pengawas/Dewan states that the Supervisory Board / Board of Commissioners
Komisaris hanya boleh memiliki Komite Pengembangan may only have a Business Development and Risk Monitoring
Usaha dan Pemantauan Risiko (KPUPR) dan dapat memiliki Committee (KPUPR) and can have 1 (one) other committee
1 (satu) komite lainnya dengan keanggotaan masing-masing with membership each Committee comes from outside the
Komite berasal dari luar Dewan Komisaris/Dewan Pengawas. Board of Commissioners / Supervisory Board.

Menindaklanjuti Peraturan Menteri Negara BUMN tersebut, Following up on the SOE Ministerial Regulation, the Company’s
Dewan Komisaris Perseroan melakukan perampingan Board of Commissioners downsized the number of Committees
jumlah Komite Komisaris dari yang sebelumnya 3 (tiga) from the previous 3 (three) Committees to 2 (two) Committees
Komite Komisaris menjadi 2 (dua) Komite di bawah Dewan under the Board of Commissioners, namely the Audit Committee
Komisaris, yaitu Komite Audit dan Komite Pengembangan and the Business Development and Risk Monitoring Committee
Usaha dan Pemantauan Risiko (KPUPR). Komite Nominasi (KPUPR). The Nomination Committee for Remuneration and
Remunerasi dan Tata Kelola Perusahaan yang Baik yang Good Corporate Governance, which was previously one
sebelumnya menjadi salah satu Komite yang membantu of the Committees that assisted the duties of the Board of
tugas Dewan Komisaris, dilebur tugas-tugasnya ke dalam Commissioners, was merged into the KPUPR. Changes to the
KPUPR. Perubahan Komite di bawah Dewan Komisaris Committee under the Board of Commissioners are stipulated
tersebut ditetapkan melalui Surat Keputusan Dewan through Decree of the Board of Commissioners No. JKTDW /
Komisaris No. JKTDW/SKEP/062/2013 tentang Perubahan SKEP / 062/2013 concerning the Second Amendment to the
Kedua Atas Surat Keputusan Dewan Komisaris No. JKTDW/ Decree of the Board of Commissioners No. JKTDW / SKEP /
SKEP/037/2012 tentang Pembentukan Organ Pendukung 037/2012 concerning the Establishment of Supporting Organs
Dewan Komisaris PT Garuda Indonesia (Persero) Tbk. Periode of the Board of Commissioners of PT Garuda Indonesia (Persero)
jabatan anggota komite yang bukan berasal dari anggota Tbk. The term of office for committee members who are not
Dewan Komisaris Perseroan paling lama 3 (tiga) tahun members of the Board of Commissioners of the Company is
dan dapat diangkat kembali untuk satu kali masa jabatan no longer than 3 (three) years and can be reappointed for a
selama 2 (dua) tahun, dengan tidak mengurangi hak Dewan term of office for 2 (two) years, without prejudice to the right
Komisaris untuk memberhentikannya sewaktu-waktu. of the Board of Commissioners to dismiss them at any time.
KPUPR dibentuk untuk membantu dan memperkuat Dewan KPUPR was formed to assist and strengthen the Board of
Komisaris agar memperoleh keyakinan yang memadai Commissioners in order to obtain adequate confidence that
bahwa Direksi telah menyusun strategi, sasaran dan rencana the Board of Directors has developed strategies, targets
investasi dan pengembangan usaha serta mengupayakan and plans for investment and business development and
realisasinya yang selaras dengan kebijakan dan panduan strived for its realization in line with investment and business
investasi dan pengembangan usaha serta Direksi telah development policies and guidelines and the Directors have
memimpin penerapan manajemen risiko di Perusahaan led the implementation of risk management in compliant
yang memenuhi kecukupan unsur-unsur strategi, kebijakan, companies the adequacy of elements of strategies, policies,
prosedur dan metodologi pengelolaan risiko sehingga usaha procedures and methodologies for risk management so that
Perusahaan tumbuh berkembang dan tetap terkendali pada the Company’s business grows and stays under control at
tingkat risiko yang dapat diterima dan menguntungkan an acceptable and profitable level of risk to the Company.
Perusahaan.
PIAGAM KOMITE PENGEMBANGAN USAHA DAN CHARTER OF RISK MONITORING BUSINESS

PEMANTAUAN RISIKO DEVELOPMENT AND RISK MONITORING COMMITTEE
KPUPR masih menyusun Piagam KPUPR pada tahun 2019 KPUPR is still preparing the KPUPR Charter in 2019 as a
sebagai bentuk kepatuhan pada Peraturan Menteri Negara form of compliance with SOE Ministerial Regulation No.
BUMN No. PER-12/MBU/2012 tentang Organ Pendukung PER-12 / MBU / 2012 concerning Supporting Organs of
Dewan Komisaris/Dewan Pengawas Badan Usaha Milik the Board of Commissioners / Board of Trustees of State-
Negara. Owned Enterprises.
TUGAS DAN TANGGUNG JAWAB KOMITE DUTIES AND RESPONSIBILITIES OF THE BUSINESS
PENGEMBANGAN USAHA DAN PEMANTAUAN DEVELOPMENT AND RISK MONITORING
RISIKO COMMITTEE
Tugas dan Tanggung Jawab KPUPR sebagaimana tercantum The duties and responsibilities of the KPUPR as stated in
dalam Piagam KPUPR Perseroan adalah sebagai berikut: the Company’s KPUPR Charter are as follows:
Terkait dengan Pengembangan Usaha:
1. Untuk membantu Dewan Komisaris dalam rangka 1. Related to Business Development To assist the Board of
melaksanakan tugas dan fungsi pengawasan dan Commissioners in carrying out their supervisory duties and
pemberian nasihat kepada Direksi melalui: functions and providing advice to the Directors through:
a. Evaluasi terhadap proses dan hasil penyusunan a. Evaluation of the process and results of the
rencana dan sasaran Perusahaan; termasuk preparation of the Company’s plans and
Rencana Jangka Panjang, Rencana Kerja dan objectives; including Long Term Plans, Annual

Anggaran Tahunan, rencana investasi, rencana Work Plans and Budgets, investment plans,
pengembangan usaha, serta rencana tindakan business development plans, and corporate
korporasi; action plans;
b. Evaluasi pencapaian kinerja Perusahaan terhadap b. Evaluation of the achievement of the Company’s
rencana Perusahaan; performance against the Company’s plans;
2. Terkait dengan Pemantauan Risiko: 2. Related to Risk Monitoring:
Untuk membantu Dewan Komisaris dalam rangka To assist the Board of Commissioners in carrying out
melaksanakan tugas dan fungsi pengawasan dan their supervisory duties and functions and providing
pemberian nasihat kepada Direksi melalui; advice to the Directors through;
a. Evaluasi kesesuaian berbagai kebijakan terkait a. Evaluate the suitability of various policies related
manajemen risiko Perusahaan dengan penerapan to the Company’s risk management with the
kebijakan tersebut application of these policies
b. Evaluasi pelaksanaan tugas pengelolaan fungsi b. Evaluation of the implementation of the task of
manajemen risiko oleh Unit Kerja Manajemen managing the risk management function by the
Risiko Perusahaan Company’s Risk Management Unit
c. Mengkaji manajemen risiko yang disusun dan c. Review the risk management that has been prepared
diimplementasikan oleh Perseroan mencakup: and implemented by the Company including:
• Kerangka Sistem Manajemen Risiko yang • Risk Management System framework that
telah ditetapkan, ditaati dan digunakan has been established, adhered to and used
sebagai landasan mengelola risiko-risiko as a basis for managing the risks faced by
yang dihadapi Perseroan; the Company;
• Tingkat dan toleransi risiko yang ditetapkan • The level and tolerance of risk determined
Perseroan; by the Company;
• Atas perencanaan pengurusan Perseroan • On the planning of the Company’s management
atas tingkat risiko serta toleransi risiko yang of the level of risk and risk tolerance by the
oleh Direksi dimintakan persetujuan dari Board of Directors for approval from the Board
Dewan Komisaris; of Commissioners;
• Strategi bisnis yang ditetapkan Direksi telah • The business strategies set by the Directors have
disusun sesuai dengan sifat dan besarnya been prepared in accordance with the nature and
risiko yang dihadapi Perseroan; magnitude of the risks faced by the Company;
• Kecukupan pengawasan terhadap peluncuran • Adequacy of supervision of significant new
program baru/system/proses yang significant program/system/process launches
d. Membuat rencana kerja tahunan KPUPR d. Make a KPUPR annual work plan
e. Melaporkan hasil-hasil kerja kepada Komisaris; e. Report the results of work to the Commissioner;
Melaksanakan tugas lain yang diberikan Dewan Komisaris Carry out other tasks assigned by the Board of Commissioners
berdasarkan ketentuan peraturan perundang-undangan. based on the provisions of the legislation.
STRUKTUR, KEANGGOTAAN DAN KEAHLIAN STRUCTURE, MEMBERSHIP AND EXPERTISE OF THE

KOMITE PENGEMBANGAN USAHA DAN BUSINESS DEVELOPMENT AND RISK MONITORING
PEMANTAUAN RISIKO COMMITTEE
KPUPR Perseroan terdiri dari 5 (lima) orang anggota dan KPUPR Perseroan terdiri dari 5 (lima) orang anggota dan
bertanggung jawab langsung pada Dewan Komisaris. bertanggung jawab langsung pada Dewan Komisaris.
Komposisi keanggotaan KPUPR Perseroan adalah 1 Komposisi keanggotaan KPUPR Perseroan adalah 1
(satu) orang ketua yang merupakan Komisaris Utama, 2 (satu) orang ketua yang merupakan Komisaris Utama, 2
(dua) orang wakil ketua yang merupakan Komisaris, dan (dua) orang wakil ketua yang merupakan Komisaris, dan
2 (dua) orang sebagai anggota yang berasal dari pihak 2 (dua) orang sebagai anggota yang berasal dari pihak
independen. Rangkap jabatan KPUPR telah memperhatikan independen. Rangkap jabatan KPUPR telah memperhatikan
kompetensi, kriteria independensi, kerahasiaan, kode etik kompetensi, kriteria independensi, kerahasiaan, kode etik
serta pelaksanaan tugas dan tanggung jawab masing-masing serta pelaksanaan tugas dan tanggung jawab masing-masing
sesuai ketentuan yang berlaku. sesuai ketentuan yang berlaku.
Berdasarkan Surat Keputusan Dewan Komisaris No. DEKOM/ Berdasarkan Surat Keputusan Dewan Komisaris No. DEKOM/
SKEP/004/2019, masa jabatan anggota KPUPR yang SKEP/004/2019, masa jabatan anggota KPUPR yang bukan
bukan berasal dari Dewan Komisaris adalah 3 (tiga) tahun berasal dari Dewan Komisaris adalah 3 (tiga) tahun dan
dan dapat diperpanjang satu kali selama 2 (dua) tahun. dapat diperpanjang satu kali selama 2 (dua) tahun.

Dewan Komisaris melalui Surat Keputusan Dewan The Board of Commissioners through the Board of
Komisaris Nomor DEKOM/SKEP/004/2019 tanggal 18 Commissioners Decree Number DEKOM/SKEP/004/2019
Juli 2019 mengaktifkan kembali KPUPR dengan komposisi dated July 18, 2019 reactivated the KPUPR with the
keanggotaan KPUPR adalah sebagai berikut: composition of KPUPR membership being as follows:
Tabel Struktur, Keanggotaan dan Keahlian Komite Pengembangan Usaha dan Pemantauan Risiko
Table of Structure, Membership and Expertise of the Business Development and Risk Monitoring Committee
Ketua Komisaris Utama Keuangan, Akuntansi, Manajemen

Sahala Lumban Gaol
Head President Commissioner Finance, Accounting, Management
Wakil Ketua I Komisaris Keuangan, Akuntansi, Manajemen
Chairal Tanjung
Deputy Head I Commissioner Finance, Accounting, Management
Herbert Timbo P Wakil Ketua II Komisaris Independen Hukum, Penyiaran/Publikasi
Siahaan Deputy Head II Independent Commissioner Law, Broadcasting /Publication
Anggota Pihak Independen Leadership, Training dan Consulting
Bhimantara Widyajala
Member Independent Party Leadership, Training and Consulting
Anggota Pihak Independen
Arief Ibnu Nugroho Fraud Risk Assessment
Member Independent Party
PROFIL KOMITE PENGEMBANGAN USAHA DAN PROFILE OF BUSINESS DEVELOPMENT AND RISK
PEMANTAUAN RISIKO MONITORING COMMITTEES
Sahala Lumban Gaol

Pengembangan Usaha dan Pemantauan Risiko
Chairman of the Business Development and Risk Monitoring Committee
Profil Beliau dapat dilihat pada bagian Profil Komite Nominasi dan Remunerasi Bab Tata Kelola Perusahaan dalam Laporan Tahunan ini.
His profile can be seen in the Nomination and Remuneration Committee Profile section of the Corporate Governance Chapter in this Annual Report.
Chairal Tanjung
Wakil Ketua I Komite Pengembangan Usaha dan Pemantauan Risiko
Deputy Chair I of the Business Development and Risk Monitoring Committee
Profil beliau dapat dilihat pada bagian profil Dewan Komisaris dalam Laporan Tahunan ini.
His profile can be seen in the Board of Commissioners profile section in this Annual Report.

Wakil Ketua II Komite Pengembangan Usaha dan Pemantauan Risiko
Deputy Chair II of the Business Development and Risk Monitoring Committee
Profil Beliau dapat dilihat pada bagian Profil Komite Nominasi dan Remunerasi Bab Tata Kelola Perusahaan dalam Laporan Tahunan ini.
His profile can be seen in the Nomination and Remuneration Committee Profile section of the Corporate Governance Chapter in this Annual Report.

Anggota Komite Pengembangan Usaha dan Pemantauan Risiko
Member of the Business Development and Risk Monitoring Committee

Domisili
Jakarta
Domicile
Meraih gelar Akuntan melalui Sekolah Tinggi Akuntansi Negara (STAN) Tahun 1995
dan Sarjana Hukum di Universitas Indonesia (UI) Tahun 1992, dan Master of Science in
Riwayat Pendidikan Finance di Universitas George Washington USA Tahun 1999.
Education He earned his Accountant degree through the State College of Accountancy (STAN) in 1995
and Bachelor of Law at the University of Indonesia (UI) in 1992, and Master of Science in Finance
at George Washington University, USA in 1999.
Mengawali karier sebagai pegawai di Kementerian Keuangan tahun 1992 sampai dengan sekarang menjabat sebagai Tenaga Pengkaji
Bidang Sumber Daya Aparatur pada Sekretariat Jenderal Kementerian Keuangan, dan juga berkiprah di berbagai instansi antara lain
sebagai Executive Director pada the Asian Development Bank (ADB), serta menjadi anggota komite dan/atau komisaris di BUMN dan
Pengalaman Kerja
anak perusahaan BUMN.
Work Experience
He began his career as an employee at the Ministry of Finance in 1992 and currently serves as an Appraisal Officer in the Ministry of
Finance’s Secretariat General, and also works in various agencies including as Executive Director of the Asian Development Bank (ADB),
and is a member of the committee and / or commissioners in SOEs and BUMN subsidiaries.
Beliau diangkat sebagai anggota KPUPR sejak tanggal 18 Juli 2019 melalui Surat Keputusan Dewan Komisaris Nomor DEKOM/
Riwayat Penunjukan SKEP/004/2019 tanggal 18 Juli 2019.
Appointment History He was appointed as a member of KPUPR since 18 July 2019 through the Decree of the Board of Commissioners Number DEKOM /
SKEP / 004/2019 on 18 July 2019.
Periode Jabatan 3 tahun terhitung sejak tanggal 18 Juli 2019

Term of Office 3 years from July 18, 2019
Arief Ibnu Nugroho

Anggota Komite Pengembangan Usaha dan Pemantauan Risiko
Member of the Business Development and Risk Monitoring Committee

Domisili
Jakarta
Domicile
Riwayat Pendidikan Lulusan dari Sekolah Tinggi Akuntansi Negara (STAN) tahun 2005.
Education Graduated from the State College of Accountancy (STAN) in 2005.
Mengawali karier sebagai pegawai di Kementerian BUMN tahun 2005 sampai dengan sekarang
menjabat sebagai Kasubbid Kebijakan TJSL II pada Deputi Bidang Infrastruktur Bisnis Kementerian
BUMN. Berpengalaman dalam penugasan di berbagai BUMN dan/atau anak perusahaan BUMN
Pengalaman Kerja
antara lain sebagai Sekretaris Dewan Komisaris di PT ITDC (Persero) dan PT Perkebunan Nusantara XIII.
Work Experience
He began his career as an employee at the Ministry of SOEs in 2005 until now serving as Kasubbid of TJSL II Policy at the Deputy for
Business Infrastructure at the Ministry of SOEs. Experienced in assignments in various SOEs and / or SOE subsidiaries, among others, as
Secretary to the Board of Commissioners at PT ITDC (Persero) and PT Perkebunan Nusantara XIII.
Beliau diangkat sebagai anggota KPUPR sejak tanggal 18 Juli 2019 melalui Surat Keputusan Dewan Komisaris Nomor DEKOM/
Riwayat Penunjukan SKEP/004/2019 tanggal 18 Juli 2019.
Appointment History He was appointed as a member of KPUPR since 18 July 2019 through the Decree of the Board of Commissioners Number DEKOM /
SKEP / 004/2019 on 18 July 2019.
Periode Jabatan 3 tahun terhitung sejak tanggal 18 Juli 2019

Term of Office 3 years from July 18, 2019

KUALIFIKASI PENDIDIKAN DAN PENGALAMAN QUALIFICATION OF EDUCATION AND WORK

KERJA KOMITE PENGEMBANGAN USAHA DAN EXPERIENCE OF THE BUSINESS DEVELOPMENT AND
PEMANTAUAN RISIKO RISK MONITORING COMMITTEE
Tabel Kualifikasi Pendidikan dan Pengalaman Kerja Komite Pengembangan Usaha dan Pemantauan Risiko
Education Qualification and Work Experience Table of the Business Development and Risk Monitoring Committee
Nama Jabatan Pendidikan Pengalaman Kerja
Name Position Education Work Experience
Sarjana bidang peternakan

Master bidang International Memiliki pengalaman kerja sebagai Staf Khusus, Deputi dan Direktur
Ketua Doctor of Philosophy bidang Ekonomi di beberapa Kementerian.
Sahala Lumban Gaol
Head Bachelor in animal husbandry Has work experience as a Special Staff, Deputy and Director in several
Master in International Ministries.
Doctor of Philosophy in Economics
Sekolah Tinggi Akuntansi Negara

Sarjana bidang Ekonomi dari Universitas Memiliki pengalaman kerja sebagai Auditor, Manajer serta Direktur di
Wakil Ketua I Indonesia beberapa Perusahaan.
Chairal Tanjung
Deputy Head I State Accounting College Has work experience as an Auditor, Manager and Director in several
Bachelor of Economics from the University companies.
Indonesia
Memiliki pengalaman kerja sebagai Direktur Utama Harian Jakarta dan

Wakil Ketua II Sarjana Hukum Majalah Pilar serta Managing Partner Kantor Hukum TSA.
Deputy Head II Bachelor of Law Has work experience as the President & CEO of the Jakarta Daily and
Pillar Magazine and Managing Partner of the TSA Law Office.
Memiliki pengalaman kerja sebagai pegawai dan tenaga pengkaji

Sarjana Muda Akuntan di Kementerian Keuangan, Executive Director pada the Asian
Sarjana Hukum Development Bank (ADB), serta menjadi anggota komite dan/atau
Anggota Master of Science in Finance komisaris di BUMN dan anak perusahaan BUMN.
Member Bachelor of Accountants Has work experience as an employee and reviewer in the Ministry of
Bachelor of Law Finance, Executive Director of the Asian Development Bank (ADB),
Master of Science in Finance and is a member of committees and / or commissioners in SOEs and
BUMN subsidiaries.
Memiliki pengalaman kerja sebagai pegawai dan Kasubbid di

Kementerian BUMN serta Sekretaris Dewan Komisaris di berbagai
Anggota Sarjana Muda Akuntan BUMN dan/atau anak perusahaan BUMN.
Arief Ibnu Nugroho
Member Bachelor of Accountants Has work experience as an employee and Head of Sub Directorate in
the Ministry of SOEs and the Secretary of the Board of Commissioners
in various SOEs and / or SOE subsidiaries.
INDEPENDENSI KOMITE PENGEMBANGAN USAHA INDEPENDENCY OF BUSINESS DEVELOPMENT AND

DAN PEMANTAUAN RISIKO RISK MONITORING COMMITTEES
Tabel Independensi Komite Pengembangan Usaha dan Pemantauan Risiko
Table of Independence of the Business Development and Risk Monitoring Committee
Herbert
Aspek Independensi Sahala Chairal Bhimantara Arief Ibnu
Timbo P
Independence Aspect Lumban Gaol Tanjung Widyajala Nugroho
Siahaan
Tidak memiliki hubungan keuangan dengan Dewan Komisaris dan

Direksi
√ √ √ √ √
Has no financial relationship with the Board of Commissioners and
Directors
Tidak memiliki hubungan kepengurusan di perusahaan, anak
perusahaan, maupun perusahaan afiliasi
√ √ √ √ √
Has no management relationship in the company, its subsidiaries, or
affiliated companies
Tidak memiliki hubungan kepemilikan saham di perusahaan
√ √ √ √ √
Do not have a share ownership relationship in the company
Tidak memiliki hubungan keluarga dengan Dewan Komisaris, Direksi,
dan/atau sesama anggota Komite Nominasi dan Remunerasi
Does not have family relations with the Board of Commissioners, √ √ √ √ √
Directors, and / or fellow members of the Nomination and
Remuneration Committee
Tidak menjabat sebagai pengurus partai politik, pejabat dan
pemerintah
√ √ √ √ √
Does not serve as a manager of political parties, officials and
government

RAPAT KOMITE PENGEMBANGAN USAHA DAN MEETING OF BUSINESS DEVELOPMENT AND RISK
PEMANTAUAN RISIKO MONITORING COMMITTEES
AGENDA RAPAT KOMITE PENGEMBANGAN USAHA DAN AGENDA MEETING OF BUSINESS DEVELOPMENT AND
PEMANTAUAN RISIKO RISK MONITORING COMMITTEES
Untuk mendukung pelaksanaan tugas dan tanggung To support the implementation of its duties and
jawabnya seperti diamanatkan dalam Piagam KPUPR responsibilities as mandated in the KPUPR Charter the
menyelenggarakan rapat internal secara berkala maupun KPUPR organizes regular internal meetings and meetings
rapat dengan unit kerja yang berhubungan dengan tugas with work units related to KPUPR tasks. In 2019, KPUPR
KPUPR. Pada tahun 2019, KPUPR menyelenggarakan Rapat held 8 (eight) KPUPR Meetings. The KPUPR meeting agenda
KPUPR sebanyak 8 (delapan) kali. Adapun agenda rapat is as follows.
KPUPR adalah sebagai berikut.
Tabel Agenda Rapat Komite Pengembangan Usaha dan Pemantauan Risiko

Table of Agenda for the Business Development and Risk Monitoring Committee Meeting
Tanggal Rapat Peserta Rapat
No Agenda
Date of Meeting Meeting participants
1. 29 Agustus 2019 1. Route-route yang Masih Merugi Baik LN Maupun Domestik dan Jenis Pesawat yang Melayani Route Sahala Lumban Gaol
August 29, 2019 Dimaksud; Chairal Tanjung
2. Performance Route yang Dilayani Oleh Jenis-jenis Pesawat Tertentu seperti ATR atau jenis pesawat lain yang Herbert Timbo P Siahaan
tidak ekonomis; Bhimantara Widyajala
3. Hal terkait lainnya Arief Ibnu Nugroho
1. Routes that are Still Losing Both LN and Domestic and the Type of Aircraft Serving the Intended Route;
2. Performance Route Served by Certain Types of Aircraft such as ATR or other types of aircraft that are not
economical;
2. 26 September 2019 1. Program Kerja KPUPR 2019; Sahala Lumban Gaol

(internal KPUPR) 2. Hal terkait lainnya Chairal Tanjung
September 26, 2019 1. KPUPR 2019 Work Program; Herbert Timbo P Siahaan
(internal KPUPR) 2. Other related matters Bhimantara Widyajala
Arief Ibnu Nugroho
3. 10 Oktober 2019 1. Pembahasan Kinerja Route Internasional Termasuk di dalamnya Paparan Kinerja Historis Route Jakarta- Sahala Lumban Gaol
October 10, 2019 London 5 Tahun Terakhir yang Mengcover Pax and Cargonya; Chairal Tanjung
2. Fleet Plan Rute Internasional; Herbert Timbo P Siahaan
3. Hal terkait lainnya Bhimantara Widyajala
1. Discussion of International Route Performance including the Exposition of the Historical Performance of Arief Ibnu Nugroho
the Jakarta-London Route in the Last 5 Years Covering Pax and Cargoes;
2. International Fleet Plan Routes;
4. 24 Oktober 2019 1. Diskusi Lanjutan Route Internasional Khususnya Membahas Kinerja Route ke Jeddah Dalam 5 (lima) Sahala Lumban Gaol
October 24, 2019 Tahun Terakhir Chairal Tanjung
2. Rute Domestik yang dilayani ATR; Herbert Timbo P Siahaan
3. Hal terkait lainnya Bhimantara Widyajala
1. International Route Follow-up Discussion Specifically Discusses Route Performance to Jeddah in the Last Arief Ibnu Nugroho
5 (five) Years
2. Domestic routes served by ATR;
5. 30 Oktober 2019 1. Usulan Pemberian Jaminan Korporasi terkait GIH France untuk masalah sewa pesawat Sahala Lumban Gaol
October 30, 2019 2. Usul pembukaan cabang baru; Chairal Tanjung
3. Hal terkait lainnya Herbert Timbo P Siahaan
1. Proposal for granting corporate guarantees related to GIH France for aircraft rental issues Bhimantara Widyajala
2. Proposed opening of new branches; Arief Ibnu Nugroho
6. 13 November 2019 1. Review rancangan RKAP Tahun 2020 Sahala Lumban Gaol
November 13, 2019 2. Hal terkait lainnya Chairal Tanjung
1. Review the draft 2020 RKAP Herbert Timbo P Siahaan
2. Other related matters Bhimantara Widyajala
Arief Ibnu Nugroho
7. 14 November 2019 1. Diskusi mengenai perkembangan bisnis kargo dan strategi kargo Tahun 2020 Sahala Lumban Gaol
November 14, 2019 2. Hal terkait lainnya Chairal Tanjung
1. Discussion on the development of the cargo business and cargo strategy in 2020 Herbert Timbo P Siahaan
2. Other related matters Bhimantara Widyajala
Arief Ibnu Nugroho
8. 5 Desember 2019 1. Penentuan Jenis dan Rute Pesawat; Sahala Lumban Gaol
December 5, 2019 2. Evalusi Kinerja Rute Internasional termasuk kargo; Chairal Tanjung
3. Hal terkait lainnya Herbert Timbo P Siahaan
1. Determination of Aircraft Type and Route; Bhimantara Widyajala
2. Evaluation of International Route Performance including cargo; Arief Ibnu Nugroho

FREKUENSI DAN TINGKAT KEHADIRAN RAPAT KOMITE FREQUENCY AND PRESENCE OF ATTENDANCE
PENGEMBANGAN USAHA DAN PEMANTAUAN RISIKO MEETING BUSINESS DEVELOPMENT COMMITTEE
AND RISK MONITORING
Selama tahun 2019, KPUPR telah melaksanakan rapat sebanyak During 2019, KPUPR has conducted 8 (eight) meetings
8 (delapan) kali yang terdiri dari 6 (enam) kali rapat internal consisting of 6 (six) internal meetings and 2 (two) other
dan 2 (dua) kali rapat lain . Adapun tingkat kehadiran masing- meetings. The level of attendance of each KPUPR member
masing anggota KPUPR adalah sebagai berikut. is as follows.
Tabel Tingkat Kehadiran Rapat Komite Pengembangan Usaha dan Pemantauan Risiko
Table of Attendance at Business Development and Risk Monitoring Committee Meetings
Rapat Komite Pengembangan Usaha dan Pemantauan Risiko
Business Development and Risk Monitoring Committee Meetings
Nama Jabatan Jumlah dan Persentasi Kehadiran

Name Position Number and Percentage of Attendance
Jumlah Rapat Jumlah Kehadiran Persentasi

Total Meeting Total Attendance Percentage
Sahala Lumban Gaol Ketua | Chairman 8 8 100%
Chairal Tanjung Wakil Ketua I | Deputy Chairman I 8 8 100%
Herbert Timbo P Siahaan Wakil Ketua II | Deputy Chairman II 8 8 100%

Bhimantara Widyajala Anggota | Member 8 8 100%
Arief Ibnu Nugroho Anggota | Member 8 8 100%
PROGRAM PENINGKATAN KOMPETENSI KOMITE PROGRAM FOR INCREASING COMPETENCY OF BUSINESS

PENGEMBANGAN USAHA DAN PEMANTAUAN DEVELOPMENT AND RISK MONITORING COMMITTEES
RISIKO
Program peningkatan kompetensi Komite Pengembangan The competency improvement program for the Business
Usaha dan Pemantauan Risiko telah disajikan pada Bab Development and Risk Monitoring Committee has been
Profil Perusahaan dalam Laporan Tahunan ini. presented in the Corporate Profile Chapter in this Annual Report.
LAPORAN SINGKAT PELAKSANAAN KEGIATAN BRIEF REPORT ON THE IMPLEMENTATION OF

KOMITE PENGEMBANGAN USAHA DAN BUSINESS DEVELOPMENT AND RISK MONITORING
PEMANTAUAN RISIKO TAHUN 2019 ACTIVITIES IN 2019
Sepanjang tahun 2019, KPUPR telah melakukan berbagai Throughout 2019, KPUPR has carried out various activities
aktivitas untuk membantu Dewan Komisaris dalam to assist the Board of Commissioners in carrying out
melaksanakan fungsi pengawasan atas aktivitas dan the oversight function of the Company’s activities and
operasional Perseroan. Dalam menjalankan fungsinya, operations. In carrying out its functions, KPUPR prepares
KPUPR menyusun program kerja sesuai tugas, pokok dan work programs according to the duties, principal and
fungsi yang dicantumkan dalam Piagam KPUPR . Dalam functions listed in the KPUPR Charter. In carrying out these
pelaksanaan tugas tersebut, KPUPR berkoordinasi dengan tasks, KPUPR coordinates with the relevant work units
unit kerja terkait untuk pelaksanaan pengumpulan informasi for the implementation of information gathering which
yang selanjutnya menjadi kajian KPUPR. subsequently becomes a KPUPR study.
Adapun pelaksanaan program kerja KPUPR pada tahun The implementation of the KPUPR work program in 2019
2019 adalah sebagai berikut: is as follows:
1. Terkait Pelaporan 1. Related to Reporting
2. KPUPR melaporkan kegiatan KPUPR per Triwulan dan 2. KPUPR reports on KPUPR activities per Quarter and
kegiatan Tahunan kepada Dewan Komisaris. Annual activities to the Board of Commissioners.
3. Terkait Pengembangan Usaha 3. 2. Related to Business Development
4. KPUPR melakukan kajian atas fleet plan dan 4. KPUPR conducts studies on domestic and international
performance route baik domestik maupun internasional fleet plans and performance routes to the Board of
kepada Dewan Komisaris Commissioners
5. Terkait Pengendalian Risiko 5. 3. Related to Risk Management
6. KPUPR melakukan kajian dan melaporkan kepada 6. KPUPR conducts studies and reports to the Board of
Dewan Komisaris terkait dengan pengendalian atas Commissioners related to control over the Company’s
usulan Perseroan, di antaranya: proposals, including:

• Atas usulan strategi pembiayaan Tahun 2019; • For the proposed financing strategy for 2019;
• Atas usulan inovasi pesawat dan pemberian • For proposing aircraft innovation and granting
jaminan korporasi terkait GIH France untuk sewa corporate guarantees related to GIH France for
pesawat; aircraft leasing;
• Atas rancangan RKAP Perusahaan Tahun 2020. • Based on the draft Company’s RKAP 2020.
ORGAN DAN KOMITE DI BAWAH DIREKSI ORGANS AND COMMITTEES BELOW THE
BOARD OF DIRECTORS
SEKRETARIS PERUSAHAAN COMPANY SECRETARY
DASAR PENGANGKATAN SEKRETARIS PERUSAHAAN THE BASIS OF CORPORATE SECRETARY

Dasar pengangkatan Sekretaris Perusahaan Perseroan yaitu: The basis for the appointment of the Company’s Corporate
Secretary are:
1. Peraturan Menteri BUMN No. PER-01/MBU/2011 1. SOE Minister Regulation No. PER-01 / MBU / 2011
tanggal 01 Agustus 2011 tentang Penerapan Tata dated August 1, 2011 concerning the Implementation
Kelola Perusahaan yang Baik (Good Corporate of Good Corporate Governance in SOEs.
Governance) pada BUMN.
2. Peraturan Otoritas Jasa Keuangan No. 35/ 2. Financial Services Authority Regulation No. 35 /
POJK.04/2014 tanggal 8 Desember 2014 tentang POJK.04 / 2014 dated 8 December 2014 concerning
Sekretaris Perusahaan Emiten atau Perusahaan Publik. Corporate Secretary of Issuers or Public Companies.
Struktur Sekretaris Perusahaan

Structure of Corporate Secretary
VICE PRESIDENT
CORPORATE SECRETARY
Senior Manager
Senior Manager Senior Manager Senior Manager
Senior Manager Corporate Identity &
Goverment Documentation & Corporate Secretary &
Public Relations Employee
Relation, CSR &PKBL Record Management Governance
Communication
Manager Manager
Corporate Social Corporate Secretary &
Responsibility & PKBL Subsidiaries
Manager Manager
Protocoler & Goverment Corporate
Relations Governance
FUNGSI, TUGAS DAN TANGGUNG JAWAB FUNCTIONS, DUTIES, AND RESPONSIBILITIES OF

SEKRETARIS PERUSAHAAN CORPORATE SECRETARY
Sekretaris Perusahaan mengemban fungsi untuk memastikan The Corporate Secretary has the function to ensure that the
kepatuhan perusahaan terbuka terhadap seluruh peraturan company’s compliance is open to all applicable laws and
perundang-undangan yang berlaku dan terkait dengan regulations related to the company’s business activities.
kegiatan usaha perusahaan. Sekretaris Perusahaan bertugas The Corporate Secretary has the duty to provide opinions

untuk memberikan pendapat kepada Direksi Perusahaan to the Company’s Directors in ensuring compliance with
dalam memastikan kepatuhan terhadap peraturan laws and regulations in the Capital Market.
perundang-undangan di bidang Pasar Modal.
Dalam rangka melakukan tugas tersebut, Sekretaris Perusahaan In order to carry out this task, the Corporate Secretary
wajib terus mengikuti setiap perkembangan hukum, khususnya is obliged to keep abreast of any legal developments,
dalam sektor Pasar Modal (Peraturan Otoritas Jasa Keuangan especially in the Capital Market sector (Financial Services
No. 35 /POJK.04/2014 Tentang Sekretaris Perusahaan Emiten Authority Regulation No. 35 /POJK.04/2014 About the
atau Perusahaan Publik). Di sisi lain, Sekretaris Perusahaan Corporate Secretary of Issuers or Public Companies). On
wajib juga bertindak sebagai penghubung antara Perusahaan the other hand, the Corporate Secretary must also act as a
Terbuka, OJK dan masyarakat pemodal atau investor. Selain itu, liaison between the Public Company, OJK and the investor
Sekretaris Perusahaan wajib menyediakan seluruh informasi or investor community. In addition, the Corporate Secretary
sehubungan dengan status dan kondisi Perseroan yang must provide all information relating to the status and
diperlukan oleh investor. Untuk tujuan ini, Peraturan BEI No. conditions of the Company that are required by investors.
I-A mewajibkan perusahaan terbuka yang terdaftar pada For this purpose, IDX Regulation No. I-A requires publicly
papan bursa BEI untuk mengangkat Sekretaris Perusahaan listed companies on the IDX board to appoint the Corporate
dan menyediakan akses terhadap seluruh informasi material Secretary and provide access to all material information about
tentang perusahaan terbuka terkait sesuai dengan prinsip related public companies in accordance with the principles
keterbukaan informasi dan transparansi. of information disclosure and transparency.
Untuk maksud dan tujuan yang sama, kewajiban untuk For the same purpose and purpose, the obligation to
membentuk fungsi Sekretaris Perusahaan ini juga berlaku establish the function of the Corporate Secretary also
bagi perusahaan sebagai BUMN sebagaimana diatur dalam applies to companies as SOEs as stipulated in Minister of
Peraturan Menteri BUMN No. 01/2011. Fungsi tersebut SOE Regulation No. 01/2011. The function is to ensure
adalah untuk menjamin bahwa penyelenggaraan administrasi that the administration and corporate actions carried out
dan tindakan korporasi yang dilakukan Perseroan telah by the Company have complied with applicable laws and
mematuhi ketentuan dan perundangan yang berlaku dan regulations and in accordance with GCG principles, protect
sesuai dengan prinsip GCG, melindungi Perseroan dari sisi the Company from the legal side, foster relationships with
hukum, membina relasi dengan lembaga pemerintahan relevant government agencies and ensure management of
terkait serta memastikan pengelolaan dokumen perusahaan. corporate documents. This role and responsibility not only
Peranan dan tanggung jawab ini tidak hanya berlaku bagi applies to the Company but also to all of its subsidiaries.
Perseroan tetapi juga bagi seluruh entitas anaknya.
Tanggung jawab Sekretaris Perusahaan sebagaimana The responsibilities of the Corporate Secretary as stipulated
tertuang dalam Peraturan Otoritas Jasa Keuangan (POJK) in the Financial Services Authority Regulation (POJK) No.
No. 35/POJK.04/2014 tanggal 8 Desember 2014 tentang 35 / POJK.04 / 2014 dated 8 December 2014 concerning
Sekretaris Perusahaan Emiten atau Perusahaan Publik serta Corporate Secretary of Issuers or Public Companies and
Permen BUMN No. 01/2012 adalah: BUMN Candy No. 01/2012 are:
1. Memastikan Perseroan mematuhi peraturan tentang 1. Ensuring that the Company complies with regulations
persyaratan keterbukaan sejalan dengan penerapan regarding disclosure requirements in line with the
prinsip-prinsip GCG; application of GCG principles;
2. Mengikuti perkembangan Pasar Modal khususnya 2. Following the development of the Capital Market in
peraturan-peraturan yang berlaku di Pasar Modal; particular the regulations that apply in the Capital Market;
3. Memberikan informasi yang dibutuhkan oleh Direksi 3. Provide information needed by the Directors and the
dan Dewan Komisaris secara berkala dan/atau sewaktu- Board of Commissioners periodically and / or at any
waktu apabila diminta; time if requested;
4. Memberikan masukan kepada Direksi dalam rangka 4. Provide input to the Board of Directors in order
mematuhi ketentuan Pasar Modal dan peraturan to comply with Capital Market regulations and
pelaksanaannya; implementing regulations;
5. Menjadi penghubung antara Perseroan dengan 5. Become a liaison between the Company and the
Otoritas Jasa Keuangan (OJK) dan perusahaan dengan Financial Services Authority (OJK) and the company
masyarakat; and the community;
6. Menyiapkan Daftar Khusus yang berkaitan dengan 6. Prepare a Special Register relating to the Directors,
Direksi, Komisaris, dan keluarganya dalam Perseroan Commissioners, and their families in the Company
yang mencakup kepemilikan saham, hubungan bisnis, which includes share ownership, business relationships,

dan peran lainnya yang dapat menimbulkan benturan and other roles that may cause a conflict of interest;
kepentingan; 7. Keep a register of the Company’s shareholders;
7. Meyimpan daftar pemegang saham Perseroan; 8. Attending the Board of Directors’ meeting and making
8. Menghadiri rapat Direksi dan membuat risalah rapatnya; minutes of the meeting;
9. Bertanggung jawab dalam penyelenggaraan RUPS 9. Responsible for organizing the company’s General
perusahaan; Meeting of Shareholders;
10. Menatausahakan dan menyimpan dokumen Perseroan; 10. Administer and store Company documents;
11. Melaksanakan program orientasi terhadap perusahaan 11. Carry out an orientation program towards the company
bagi Direksi dan/atau Dewan Komisaris. for the Directors and / or Board of Commissioners.
Fungsi Sekretaris Perusahaan sesuai ketetapan Perseroan The function of the Corporate Secretary in accordance
adalah menjamin bahwa penyelenggaraan administrasi with the provisions of the Company is to ensure that the
dan tindakan korporasi yang dilakukan Perseroan telah administration and corporate actions carried out by the
mematuhi ketentuan dan perundangan yang berlaku dan Company have complied with applicable laws and regulations
sesuai dengan prinsip Good Corporate Governance (GCG), and in accordance with the principles of Good Corporate
melindungi Perseroan dari sisi hukum, membina relasi Governance (GCG), protect the Company from the legal
dengan lembaga Pemerintahan terkait serta memastikan side, foster relationships with relevant Government agencies
pengelolaan dokumen Perseroan. and ensure management Company documents.
PROFIL SEKRETARIS PERUSAHAAN CORPORATE SECRETARY PROFILE

Sekretaris Perusahaan dijabat oleh Bapak M. Ikhsan Rosan Corporate Secretary is held by Mr. M. Ikhsan Rosan from
sejak tanggal 12 November 2018 sampai dengan 19 Februari November 12, 2018, to February 19, 2020. His profile
2020. Profil beliau dapat dilihat di bawah ini. can be seen below.
M. Ikhsan Rosan
Domisili
Serpong, Tangerang
Domicile
Tempat & Tanggal Lahir Medan, 12 Agustus 1968, Berusia 51 tahun per 31 Desember 2019.
Place & DOB Medan, 12 August 1968, 51 years old as of 31 December 2019.
Riwayat Pendidikan Sarjana bidang Bahasa Inggris dari Universitas Islam Sumatera Utama tahun lulus 1997.
Education Sarjana bidang Bahasa Inggris dari Universitas Islam Sumatera Utama tahun lulus 1997.
Bergabung di Perseroan selama hampir 26 (dua puluh enam) tahun dengan jabatan terakhir
Pengalaman Kerja sebagai Senior Manager Public Relations pada Unit Corporate Secretary.
Work Experience Joined the Company for almost 26 (twenty six) years with his last position
as Senior Manager Public Relations at the Corporate Secretary Unit.
Diangkat sebagai VP Corporate Secretary pada tanggal 15 Oktober 2018 berdasarkan
SK Pengangkatan Surat Keputusan Direktur Utama No. JKTDZ/SKEP/50056/2018 dan
Appointment Letter of Surat No. GARUDA/DEKOM-103/2018 tanggal 12 November 2018 perihal Persetujuan Pengangkatan Sekretaris Perusahaan.
Statement Appointed VP Corporate Secretary on October 15, 2018 based on Decree of the President & CEO No. JKTDZ / SKEP / 50056/2018
and Letter No. GARUDA / DEKOM-103/2018 dated 12 November 2018 concerning Approval of Appointment of Corporate Secretary.
Sejak tanggal 19 Februari 2020 Sekretaris Perusahaan From February 19, 2020, the Corporate Secretary was
selanjutnya dijabat oleh Ibu Mitra Piranti. Profil beliau subsequently held by Ms. Mitra Piranti. Her profile can
dapat dilihat dibawah ini. be seen below.

Mitra Piranti
Domisili
Jakarta Selatan
Domicile
Tempat & Tanggal Lahir Jakarta, 30 Mei 1986, Berusia 33 tahun per 31 Desember 2019.
Place & DOB Jakarta, May 30,1986, 33 years old as of 31 December 2019.
Riwayat Pendidikan Sarjana bidang Ekonomi Akuntansi dari Universitas Padjajaran, Bandung tahun 2008
Education Bachelor of Economics in Accounting from Padjadjaran University, Bandung in 2008
Bergabung di Perseroan selama hampir 11 (sebelas) tahun dengan jabatan terakhir sebagai
Pengalaman Kerja VP Business Support & General Affairs pada unit Business Support & General Affairs.
Work Experience Joined the Company for almost 11 (eleven) years with his last position as
VP Business Support & General Affairs in the Business Support & General Affairs unit.
Diangkat sebagai VP Corporate Secretary pada tanggal 19 Februari 2020 berdasarkan Surat Keputusan Direktur Utama No. JKTDZ/
SK Pengangkatan
SKEP/50007/2020.
Appointment Letter of
Appointed as VP of Corporate Secretary on February 19, 2020 based on Decree of the President Director No. JKTDZ /
Statement
SKEP / 50007/2020.
PROGRAM PENINGKATAN KOMPETENSI COMPETENCY DEVELOPMENT PROGRAM FOR

SEKRETARIS PERUSAHAAN CORPORATE SECRETARY
Program peningkatan kompetensi Sekretaris Perusahaan The Corporate Secretary competency improvement program
telah disajikan pada Bab Profil Perusahaan dalam Laporan has been presented in the Corporate Profile Chapter in this
Tahunan ini. Annual Report.
PELAKSANAAN TUGAS SEKRETARIS PERUSAHAAN IMPLEMENTATION OF CORPORATE SECRETARY

TAHUN 2018 ASSIGNMENTS in 2018
Sepanjang tahun 2019, Sekretaris Perusahaan telah Throughout 2019, the Corporate Secretary has carried out
melaksanakan tugas dan tanggung jawabnya antara lain his duties and responsibilities including:
mencakup:
1. Memastikan perusahaan mematuhi peraturan tentang 1. Ensuring that the company complies with regulations
persyaratan keterbukaan informasi sejalan dengan regarding information disclosure requirements in line
penerapan prinsip-prinsip GCG; with the application of GCG principles;
2. Mengikuti perkembangan Pasar Modal khususnya 2. Following the development of the Capital Market in
peraturan-peraturan yang berlaku di Pasar Modal; particular the regulations that apply in the Capital Market;
3. Sekretaris Perusahaan menyediakan kajian dan 3. The Corporate Secretary provides the latest studies and
pertimbangan terkini dari aspek hukum kepada Direksi considerations of legal aspects to the Directors relating
yang berkaitan dengan operasional perusahaan dan to company operations and business development of
pengembangan usaha perusahaan serta memberikan the company and provides input to the Directors in
masukan bagi Direksi dalam merumuskan suatu peraturan formulating a company policy or regulation;
atau kebijakan Perseroan;
4. Memberikan informasi kepada pemangku kepentingan/ 4. Provide information to stakeholders / communities
masyarakat yang berkaitan dengan kondisi perusahaan. relating to the condition of the company.
a. Laporan-laporan a. Reports
Sekretaris Perusahaan telah membuat dan The Corporate Secretary has made and submitted
menyampaikan laporan keterbukaan informasi dan reports on information disclosure and other reports
laporan lain sebagaimana diwajibkan berdasarkan as required based on applicable legal provisions
ketentuan hukum yang berlaku kepada OJK dan to OJK and to IDX as regulators engaged in the
kepada BEI selaku regulator yang bergerak di Capital Market and other related institutions;
bidang Pasar Modal serta instansi terkait lainnya;
b. Disclosure b. Disclosure
Sekretaris Perusahaan telah melakukan disclosure The Corporate Secretary has disclosed to the public
kepada publik atas informasi material yang the material information needed through the IDX
dibutuhkan melalui web IDX dan media cetak web and print media in the context of compliance
dalam rangka kepatuhan terhadap pasar modal with the capital market in accordance with the
sesuai dengan batas waktu yang dipersyaratkan. required time limit. Disclosure to the public of
Disclosure kepada publik atas informasi material material information needed through the IDX web

yang dibutuhkan melalui web IDX telah dibuat has been made by the Corporate Secretary both
oleh Sekretaris Perusahaan baik melalui laporan through written reports and through print media.
tertulis maupun melalui media cetak.
5. Memberikan masukan kepada Direksi dalam rangka 5. Provide input to the Board of Directors in order
mematuhi ketentuan Pasar Modal dan peraturan to comply with Capital Market regulations and
pelaksanaannya. implementing regulations.
a. Surat Kuasa/Power of Attorney a. Power of Attorney
Sekretaris Perusahaan memastikan bahwa The Corporate Secretary ensures that the issuance
penerbitan Surat Kuasa Direksi kepada yang of the Directors’ Power of Attorney to those
diberi wewenang telah dilakukan sesuai dengan authorized has been carried out in accordance
mekanisme Perusahaan serta memastikan bahwa with the Company’s mechanism and ensures that
materi/isi Surat Kuasa telah sesuai dengan the material / content of the Power of Attorney is
ketentuan dan perundang-undangan yang berlaku. in accordance with the provisions and legislation
Sebelum ditandatangani oleh Direksi, Sekretaris in force. Before being signed by the Directors,
Perusahaan memeriksa dan melegalisasi Surat the Corporate Secretary checks and legalizes the
Kuasa. Power of Attorney.
b. Keputusan Direksi di Luar Rapat Direksi b. Directors ‘Decisions Outside the Directors’ Meeting
Berdasarkan ketentuan Anggaran Dasar Perseroan, Based on the provisions of the Company’s
Direksi dapat juga mengambil keputusan yang Articles of Association, the Board of Directors
sah dan mengikat tanpa mengadakan rapat may also take legal and binding decisions without
Direksi, dengan ketentuan semua anggota holding a meeting of the Directors, provided
Direksi telah diberitahu secara tertulis dan that all members of the Board of Directors have
semua anggota Direksi memberikan persetujuan been notified in writing and all members of the
mengenai usul yang diajukan secara tertulis Board of Directors give their approval regarding
serta menandatangani persetujuan tersebut. the proposal submitted in writing and sign the
Sekretaris Perusahaan dalam hal ini memeriksa agreement. The Corporate Secretary in this case
dan memastikan bahwa Keputusan yang diambil checks and ensures that the Decisions taken
oleh anggota Direksi sesuai dengan ketentuan by members of the Board of Directors are in
Anggaran Dasar Perseroan, GCG dan peraturan accordance with the provisions of the Company’s
perundang-undangan yang berlaku khususnya Articles of Association, GCG and the applicable
mengenai Perseroan Terbatas dan Pasar Modal. laws and regulations specifically regarding Limited
Liability Companies and Capital Markets..
6. Menjadi penghubung antara perusahaan dengan OJK 6. Become a liaison between the company and OJK and
dan perusahaan dengan masyarakat. the company and the community.
a. Membangun relasi dengan para pemangku a. Building relationships with stakeholders and
kepentingan dan regulator regulators
Sekretaris Perusahaan berperan menjadi The Corporate Secretary has a role as a liaison
penghubung antara perusahaan dengan between the company and the Regulator (OJK,
Regulator (OJK, Kementerian BUMN, Kementerian Ministry of BUMN, Ministry of Transportation,
Perhubungan, Kementerian Keuangan dll), dengan Ministry of Finance etc.), with the community and
masyarakat dan pemangku kepentingan lainnya. other stakeholders. The Corporate Secretary also
Sekretaris Perusahaan juga membina hubungan fostered good relations including the Ministry of
yang baik diantaranya dengan Kementerian BUMN BUMN (as Dwiwarna Series A Shareholder), the
(sebagai Pemegang Saham Seri A Dwiwarna), Ministry of Transportation, the Ministry of Finance,
Kementerian Perhubungan, Kementerian the Ministry of Trade, the Directorate General of
Keuangan, Kementerian Perdagangan, Direktorat Customs and Excise, the Head of Gambir District
Jenderal Bea dan Cukai, Kepala Kecamatan Gambir and the Head of Gambir Sub-District;
dan Kepala Kelurahan Gambir;
b. Mengelola Laporan Gratifikasi dan Laporan Harta b. Managing the Garuda Indonesia Employee and
Kekayaan Pegawai dan Pejabat Garuda Indonesia Official Gratuity Report and Asset Report
Sekretaris Perusahaan berperan menjadi The Corporate Secretary has a role as a liaison
penghubung dengan Komisi Pemberantasan with the Corruption Eradication Commission
Korupsi (KPK) dalam hal penyampaian dan (KPK) in the delivery and management of gratuity
pengelolaan laporan gratifikasi dan laporan harta reports and reports on assets submitted by Garuda
kekayaan yang disampaikan oleh Pegawai dan Indonesia Employees and Officers.
Pejabat Garuda Indonesia.

7. Menyiapkan Daftar Khusus yang berkaitan dengan 7. Prepare a Special Register relating to the Board of
Direksi dan Dewan Komisaris, dan keluarganya dalam Directors and the Board of Commissioners, and their
perusahaan yang mencakup kepemilikan saham. families in a company that includes share ownership.
Sekretaris Perusahaan telah menyiapkan daftar khusus The Corporate Secretary has prepared a special register
kepemilikan saham Direksi dan Dewan Komisaris, serta of share ownership of the Board of Directors and the
anggota keluarganya dan daftar khusus dimaksud telah Board of Commissioners, as well as family members
ditandatangani oleh Direksi dan Dewan Komisaris dan and the special register has been signed by the Board
Sekretaris Perusahaan menyimpan aslinya. Direksi of Directors and the Board of Commissioners and the
dan Dewan Komisaris telah menandatangani surat Corporate Secretary keeps the original. The Board of
pernyataan tidak ada benturan kepentingan dan Directors and Board of Commissioners have signed a
tidak rangkap jabatan. Asli surat pernyataan tersebut statement that there is no conflict of interest and no
disimpan di Sekretaris Perusahaan; concurrent position. The original statement is kept in
the Corporate Secretary;
8. Membuat daftar pemegang saham Perseroan. 8. Make a list of company shareholders.
Daftar pemegang saham perusahaan dikelola oleh PT The list of company shareholders is managed by PT
Datindo Entrycom selaku perusahaan yang ditunjuk Datindo Entrycom as the company appointed to manage
untuk mengelola daftar pemegang saham perusahaan, the company’s shareholder list, PT Datindo Entrycom
PT Datindo Entrycom menyampaikan laporan daftar submits a report on the company’s shareholders list
pemegang saham perusahaan secara rutin setiap every month to the Corporate Secretary and if requested
bulan kepada Sekretaris Perusahaan dan jika diminta by the company;
Perseroan;
9. Menghadiri rapat Direksi dan membuat risalah rapat. 9. Attend Board of Directors’ meetings and prepare
Dalam setiap pelaksanaan rapat Direksi, Sekretaris minutes of meetings.
Perusahaan selalu hadir dan membuat risalah rapat In every Board of Directors meeting, the Corporate
Direksi. Sekretaris Perusahaan juga membuat keputusan Secretary is always present and makes minutes of the
Direksi di luar rapat Direksi sesuai kebutuhan; Directors’ meeting. The Corporate Secretary also makes
Directors’ decisions outside the Board of Directors
meeting as needed;
10. Bertanggung jawab dalam penyelenggaraan RUPS 10. Responsible for organizing the company GMS.
Perseroan.
Sekretaris Perusahaan telah mempersiapkan dan The Corporate Secretary has prepared and coordinated
mengkoordinasikan pelaksanaan Rapat Umum Pemegang the implementation of the Company’s Annual General
Saham (RUPS) Tahunan perusahaan yang dilaksanakan Meeting of Shareholders (AGM) held on April 19, 2018.
tanggal 19 April 2018. Pelaksanaan RUPS Tahunan telah The Annual GMS was held. It is in accordance with
dilakukan sesuai dengan peraturan pasar modal dan capital market regulations and the Company’s Articles
Anggaran Dasar Perusahaan. Jalannya RUPS Tahunan of Association. The running of the Annual GMS on 19
tanggal 19 April 2018 dimuat di dalam Berita Acara RUPS April 2018 was published in the Minutes of GMS No.
No. 12 tanggal 19 April 2018 yang dibuat di hadapan 12 April 19, 2018 made before Syarifudin, Bachelor
Syarifudin, Sarjana Hukum, Notaris di Kota Tangerang; of Laws, Notary in Tangerang City;
11. Penugasan khusus lainnya 11. Other special assignments
a. Pembinaan dan Pengembangan Sumber Daya a. Guidance and Development of Human Resources
Manusia (SDM) (HR)
• Training, seminar dan workshop • Training, seminars and workshops
Untuk meningkatkan kompetensi SDM di To improve HR competency in the Corporate
Unit Sekretaris Perusahaan, pada tahun Secretary Unit, in 2019, employees of the
2019, pegawai unit Sekretaris Perusahaan Corporate Secretary unit have participated
telah mengikuti berbagai training/seminar in various training / seminars or workshops
atau workshop yang diselenggarakan oleh organized by third parties. The topics and
pihak ketiga. Topik dan materi training/ training materials / seminars or workshops
seminar atau workshop adalah pada aspek are on aspects of governance, GCG, law,
governance, GCG, hukum, komunikasi atau communication or document management;
pengelolaan dokumen;

• Sosialisasi/sharing kepada Unit Kerja • Socialization/sharing to the Work Unit

Sekretaris Perusahaan telah melakukan The Corporate Secretary has carried out a
serangkaian sosialisasi/sharing kepada series of outreach/sharing to the relevant
Unit Kerja terkait dan juga team legal pada Work Units and also the legal team of the
anak perusahaan agar memiliki kesadaran subsidiaries so that they have awareness on
(awareness) pada aspek hukum, governance, legal aspects, governance, and document
dan pengelolaan dokumen. management.
b. Koordinasi pengurusan ijin-ijin usaha perusahaan. b. Coordination of business licensing.
Sekretaris Perusahaan membuat, mengurus dan The Corporate Secretary makes, manages and
memperpanjang ijin usaha perusahaan antara extends company business licenses, among others,
lain Nomor Induk Berusaha (NIB), Tanda Daftar Business Registration Number (NIB), Company
Perusahaan (TDP), Nomor Identitas Kepabeanan Registration Certificate (TDP), Customs Identity
(NIK), dan Surat Keterangan Domisili Perusahaan Number (NIK), and Company Domicile Certificate
(SKDP), serta melakukan koordinasi perizinan lain (SKDP), as well as coordinating other licenses
yang diperlukan oleh Perusahaan melalui sistem required by Companies through the Online Single
Online Single Submission (OSS). Submission (OSS) system.
c. Mengkoordinir pelaksanaan assessment dan c. Coordinating the implementation of assessment
review/evaluasi penerapan GCG and review/evaluation of GCG implementation
Assessment penerapan GCG dilakukan setiap 2 Assessment of GCG implementation is conducted
(dua) tahun sekali dan review/evaluasi penerapan every 2 (two) years and a review/evaluation of GCG
GCG juga dilakukan setiap 2 tahun sekali. Hasil dari implementation is also conducted every 2 years.
GCG assessment dan review/evaluasi penerapan The results of the GCG assessment and review/
GCG ini merupakan salah satu KPI Perseroan. evaluation of the implementation of GCG is one of
Sekretaris Perusahaan harus memastikan bahwa the Company’s KPIs. The Corporate Secretary must
hasil assessment dan review/evaluasi penerapan ensure that the results of the assessment and review/
GCG sudah diperoleh sebelum RUPS Tahunan. evaluation of the implementation of GCG have been
obtained before the Annual GMS.
UNIT AUDIT INTERNAL INTERNAL AUDIT UNIT

Audit Internal Perseroan dibentuk berdasarkan pasal 67 The Company’s Internal Audit was formed based on article
Undang-Undang No. 19 tanggal 19 Juni 2003 tentang Badan 67 of Law No. 19 June 19, 2003 concerning State-Owned
Usaha Milik Negara (BUMN) dan Peraturan Otoritas Jasa Enterprises (BUMN) and Financial Services Authority (POJK)
Keuangan (POJK) No. 56/POJK.04/2015 tentang Kerangka Regulation No. 56 / POJK.04 / 2015 concerning the Internal
Unit Audit Internal. Yang dimaksud dengan Audit Internal Audit Unit Framework. What is meant by Internal Audit is an
adalah suatu kegiatan pemberian keyakinan (assurance) dan assurance and consultation activity that is independent and
konsultasi yang bersifat independen dan objektif, bertujuan objective, aimed at increasing value and improving company
untuk meningkatkan nilai dan memperbaiki operasional operations through a systematic approach by evaluating and
perusahaan melalui pendekatan yang sistematis dengan cara increasing the effectiveness of risk management, internal
mengevaluasi dan meningkatkan efektivitas manajemen risiko, control, and corporate governance processes .
pengendalian internal, dan proses tata kelola perusahaan.

Selain itu, sesuai Peraturan Menteri BUMN No.PER-01/ In addition, according to SOE Ministerial Regulation
MBU/2011 tentang Penerapan Tata Kelola Perusahaan yang No.PER-01/MBU/2011 concerning the Implementation
Baik (Good Corporate Governance) Pada Badan Usaha Milik of Good Corporate Governance in State-Owned Enterprises
Negara Pasal 28, bahwa Direksi BUMN wajib menyelenggarakan Article 28, that the Directors of SOEs must carry out internal
pengawasan internal yang dilakukan dengan: supervision carried out by:
1. Membentuk Satuan Pengawasan Intern; 1. Establish an Internal Oversight Unit;
2. Membuat Piagam Pengawasan Intern. 2. Make an Internal Oversight Charter.
Fungsi pengawasan internal sebagaimana dimaksud antara The internal oversight function referred to includes but is
lain meliputi: not limited to:
1. Evaluasi atas efektivitas pelaksanaan pengendalian 1. Evaluation of the effectiveness of the implementation
internal, manajemen risiko dan proses tata kelola of internal control, risk management and corporate
perusahaan, sesuai dengan peraturan perundang- governance processes, in accordance with the laws
undangan dan kebijakan Perseroan; and regulations and the Company’s policies;
2. Pemeriksaan dan penilaian atas efisiensi dan efektivitas 2. Inspection and assessment of efficiency and
di bidang keuangan, operasional, sumber daya manusia, effectiveness in finance, operations, human resources,
pengamanan aset perusahaan, teknologi informasi securing company assets, information technology and
dan kegiatan lainnya. other activities.
Struktur Organisasi Unit Audit Internal

Organizational Structure of Internal Audit Unit
DIREKTUR UTAMA
President & CEO
INTERNAL AUDIT
Vice President
SENIOR MANAGER SENIOR MANAGER SENIOR MANAGER SENIOR MANAGER SENIOR MANAGER
Planning, Analysis, Technical, Operation, & Commercial & Service Cargo, Subsidiaries, & IT Audit
Evaluation & General Financial Audit Audit Investigation Audit
Audit
KEDUDUKAN UNIT AUDIT INTERNAL DALAM POSITION OF INTERNAL AUDIT UNITS IN

STRUKTUR ORGANISASI ORGANIZATIONAL STRUCTURE
Anggota Internal Audit merupakan profesional berpengalaman Internal Audit members are experienced professionals who
yang memenuhi kriteria independensi dan kompetensi lainnya, meet the independence criteria and other competencies,
yang tersusun pada peraturan yang berlaku. Unit Internal Audit which are compiled by applicable regulations. The Internal
bertanggung jawab langsung terhadap Direktur Utama dengan Audit Unit is directly responsible for the President & CEO with
lingkup dan fungsi pekerjaan meliputi Planning, Analysis, the scope and function of work including Planning, Analysis,
Evaluation & General Audit; Technical, Operation, & Financial Evaluation & General Audit; Technical, Operation, & Financial
Audit; Commercial & Service Audit; Cargo, Subsidiaries, & Audit; Commercial & Service Audit; Cargo, Subsidiaries &
Investigation Audit; dan IT Audit. Investigation Audit; and IT Audit.

PROFIL KEPALA UNIT AUDIT INTERNAL PROFILE OF INTERNAL AUDIT UNIT HEAD
Ria Anugriani
Vice President Internal Audit
Domisili
Bogor
Domicile
Tempat & Tanggal Lahir Malang, 31 Agustus 1970, 49 tahun.
Place & DOB Malang, 31 August 1970, 49 years old
Sarjana dalam bidang Ekonomi Akuntansi dari Universitas Brawijaya pada tahun 1994
Pasca Sarjana dalam bidang Advanced Information System Technology and Management
Riwayat Pendidikan dari the University of New South Wales, Australia pada tahun 1999.
Education Bachelor in Accounting Economics from Brawijaya University in 1994
Postgraduate degree in Advanced Information System Technology and Management
from the University of New South Wales, Australia in 1999.
• Pejabat Fungsional Pemeriksa, Auditor Ahli Madya pada Badan Pemeriksa Keuangan Republik Indonesia
• Kepala Biro Teknologi Informasi pada Badan Pemeriksa Keuangan Republik Indonesia
• Kepala Bagian Operasional dan Layanan TI pada Badan Pemeriksa Keuangan Republik Indonesia
• Kepala Sub Direktorat Penelitian dan Pengembangan Pemeriksaan Keuangan dan Kinerja pada Badan Pemeriksa Keuangan Republik Indonesia
• Kepala Sub Auditorat VIIB.1, Bidang BUMN Perhubungan, Pelabuhan dan Pengerukan pada Badan Pemeriksa Keuangan Republik Indonesia
• Kepala Seksi pada Sub Auditorat VII.A.2.1 Bidang BUMN Pertambangan dan Energi pada Badan Pemeriksa Keuangan Republik Indonesia
• Senior Auditor (Executive Level I) pada Assurance Audit Group pada the Australian National Audit Office
• Auditor pada Sub Auditorat VII.C.1. Bidang BUMN Perbankan pada Badan Pemeriksa Keuangan Republik Indonesia
Pengalaman Kerja
• Functional Examiner, Intermediate Expert Auditor at the Indonesian State Audit Board
Work Experience
• Head of the Information Technology Bureau at the Republic of Indonesia Financial Audit Agency
• Head of Operations and IT Services at the Republic of Indonesia Supreme Audit Agency
• Head of Sub Directorate of Research and Development of Financial and Performance Examination at the Republic of Indonesia
Supreme Audit Board
• Senior Auditor (Executive Level I) at the Assurance Audit Group at the Australian National Audit Office
• Head of Sub-Auditorate VIIB.1, Transportation, Port and Dredging SOEs at the Republic of Indonesia Financial Audit Agency
• Section Head of Sub-Auditorate VII.A.2.1 in the Mining and Energy SOE Sector of the Republic of Indonesia Financial Audit Agency
• Auditors in Sub Auditorat VII.C.1. BUMN Banking Sector in the Republic of Indonesia Financial Audit Agency
Sertifikasi
Chartered Accountant (CA, Indonesia)
Certificate
Riwayat Penunjukan Mulai menjabat sejak bulan Februari 2018 berdasarkan Surat Keputusan Nomor JKTDZ/BA/SKSDM/00003/2018.
Appointment History She took office in February 2018 based on Decree Number JKTDZ / BA / SKSDM / 00003/2018.
PROGRAM PENINGKATAN KOMPETENSI UNIT COMPETENCY DEVELOPMENT PROGRAM FOR INTERNAL

AUDIT INTERNAL AUDIT UNIT
Program peningkatan kompetensi Unit Audit Internal The Internal Audit Unit competency improvement program
telah disajikan pada Bab Profil Perusahaan dalam Laporan has been presented in the Company Profile Chapter in this
Tahunan ini. Annual Report.
PIHAK YANG MENGANGKAT DAN PARTY APPOINTING AND DISMISSING THE INTERNAL
MEMBERHENTIKAN KEPALA UNIT AUDIT INTERNAL AUDIT UNIT HEAD
Pengangkatan dan pemberhentian Kepala Unit Internal The appointment and dismissal of the Head of the Internal
Audit diatur dalam Piagam Internal Audit dengan ketentuan Audit Unit is regulated in the Internal Audit Charter with
sebagai berikut: the following conditions:
1. Kepala Unit Internal Audit diangkat dan diberhentikan 1. Head of Internal Audit Unit is appointed and dismissed
oleh Direktur Utama atas persetujuan Dewan Komisaris; by the President & CEO with the approval of the Board
of Commissioners;
2. Direktur Utama dapat memberhentikan kepala 2. The President & CEO may dismiss the head of the
Unit Internal Audit, setelah mendapat persetujuan Internal Audit Unit, after obtaining the approval of the
Dewan Komisaris, jika kepala Unit Internal Audit tidak Board of Commissioners, if the head of the Internal
memenuhi persyaratan sebagai auditor Unit Internal Audit Unit does not meet the requirements as an auditor
Audit sebagaimana diatur dalam peraturan ini dan atau of the Internal Audit Unit as stipulated in this regulation
gagal atau tidak cakap menjalankan tugas; and or fails or is unable to carry out his duties;
3. Setiap pengangkatan, penggantian, atau pemberhentian 3. Every appointment, replacement, or dismissal of the
kepala Unit Internal Audit diberitahukan kepada OJK. head of the Internal Audit Unit is notified to the OJK.

INTERNAL AUDIT CHARTER INTERNAL AUDIT CHARTER

Perseroan telah memiliki Piagam Audit Internal (Internal The Company has an Internal Audit Charter which contains:
Audit Charter) yang di dalamnya memuat mengenai:
1. Struktur dan kedudukan Unit Internal Audit; 1. Structure and position of the Internal Audit Unit;
2. Tugas, lingkup, wewenang, dan tanggung jawab Unit 2. Duties, scope, authority, and responsibilities of the
Internal Audit; Internal Audit Unit;
3. Ketentuan kerja Unit Internal Audit; 3. Provisions for work of the Internal Audit Unit;
4. Persyaratan auditor yang duduk dalam Unit Internal 4. Requirements for auditors sitting in the Internal Audit
Audit; Unit;
5. Pertanggungjawaban Unit Internal Audit; 5. Internal Audit Unit Responsibility;
6. Pengendalian mutu; 6. Quality control;
7. Kode etik Unit Internal Audit. 7. Internal Audit Unit Code of Ethics.
Pengesahan Piagam Audit Internal ini dilakukan oleh The ratification of the Internal Audit Charter was carried
Emirsyah Satar selaku President & CEO dan Hadiyanto selaku out by Emirsyah Satar as President & CEO and Hadiyanto
Komisaris Utama Garuda Indonesia di Jakarta pada tanggal as President Commissioner of Garuda Indonesia in Jakarta
23 Desember 2010 dan telah dilakukan pemutakhiran on December 23, 2010 and the Internal Audit Charter was
Piagam Audit Internal yang telah disahkan pada tanggal updated which was ratified on 27 February 2020.
27 Februari 2020.
Piagam Audit Internal tersebut juga mencakup hubungan The Internal Audit Charter also covers the institutional
kelembagaan antara Internal Audit dengan Komite Audit relationship between the Internal Audit and the Audit
dan Auditor Eksternal sebagaimana ditetapkan dan Committee and the External Auditor as determined and
ditandatangani oleh Direktur Utama dan Komisaris Utama. signed by the President & CEO and Chief Commissioner.
Adapun penyusunan Piagam Audit Internal telah mengacu The preparation of the Internal Audit Charter has referred
pada POJK dan International Standard for The Profesional to POJK and International Standards for The Professional
Practice of Internal Auditing dan termasuk definisi Unit Practice of Internal Auditing and includes the definition of
Internal Audit, Kode Etik, dan Standar-Standar. the Internal Audit Unit, the Code of Ethics, and Standards.
TUGAS DAN TANGGUNG JAWAB UNIT AUDIT DUTIES AND RESPONSIBILITIES OF THE INTERNAL
INTERNAL AUDIT UNIT
Tugas dan Tanggung Jawab Unit Audit Internal yang Duties and Responsibilities of the Internal Audit Unit that
menjalankan fungsi Internal Audit sebagaimana tercantum carries out the Internal Audit function as stated in the
dalam Piagam Audit Internal adalah sebagai berikut: Internal Audit Charter are as follows:
1. Melakukan pemeriksaan untuk memastikan bahwa 1. Examining to ensure that internal control, risk
pengendalian internal, manajemen risiko, dan proses management, and corporate governance processes are
tata kelola perusahaan telah berjalan dan sesuai dengan in place and in accordance with applicable regulations;
aturan yang berlaku;
2. Melakukan pemeriksaan dan penilaian atas efisiensi dan 2. Examining and evaluating the efficiency and
efektivitas di bidang keuangan, akuntansi, operasional, effectiveness in the fields of finance, accounting,
sumber daya manusia, pemasaran, pengamanan aset, operations, human resources, marketing, securing
teknologi informasi dan kegiatan lainnya; assets, information technology and other activities;
3. Berfungsi sebagai konsultan, Fasilitator dan katalisator 3. Functioning as a consultant, facilitator and catalyst to
untuk membantu Manajemen dan Auditee dalam assist the Management and Auditee in achieving the
mencapai tujuan Perusahaan sekaligus menjadi mitra Company’s goals while at the same time becoming a
kerja bagi Eksternal Auditor (BPK, BPKP, KAP) dan partner for the External Auditor (BPK, BPKP, KAP) and the
Komite Audit dalam menjalankan fungsi pengawasan; Audit Committee in carrying out the supervisory function;
4. Memberikan saran perbaikan yang obyektif tentang 4. Provide objective improvement recommendations
kegiatan yang diperiksa, membuat laporan hasil regarding the audited activity, make an audit report
pemeriksaan dan menyampaikan laporan tersebut and submit the report to the President & CEO and the
kepada Direktur Utama dan Dewan Komisaris/Komite Board of Commissioners / Audit Committee.
Audit.

KEWENANGAN UNIT AUDIT INTERNAL AUTHORITY OF INTERNAL AUDIT UNITS

Unit Audit Internal memiliki wewenang yang diatur pada The Internal Audit Unit has the authority regulated in the
Piagam Audit Internal, yaitu sebagai berikut: Internal Audit Charter, which is as follows:
1. Mengakses seluruh informasi yang relevan tentang 1. Access all relevant information about the Company
Perusahaan terkait dengan tugas dan fungsinya; related to its duties and functions;
2. Melakukan komunikasi secara langsung dengan 2. Communicating directly with the President & CEO, the
Direktur Utama, Dewan Komisaris, dan/atau Komite Board of Commissioners, and / or the Audit Committee
Audit serta anggota dari Direksi, Dewan Komisaris, and members of the Board of Directors, the Board of
dan/atau Komite Audit; Commissioners, and / or the Audit Committee;
3. Mengadakan rapat secara berkala dan insidentil dengan 3. Hold regular and incidental meetings with the President
Direktur Utama, Dewan Komisaris, dan/atau Komite & CEO, the Board of Commissioners, and / or the
Audit; Audit Committee;
4. Melakukan koordinasi dengan Auditor Eksternal. 4. Coordinate with External Auditors.
KOMPOSISI PERSONIL UNIT AUDIT INTERNAL PARTY APPOINTING AND DISMISSING THE INTERNAL
AUDIT UNIT HEAD
Jumlah pegawai Unit Internal Audit per Desember 2019 The number of employees of the Internal Audit Unit as of
adalah 31 pegawai yang terdiri dari: December 2019 is 31 employees consisting of:
Jabatan Jumlah
Position Number
Vice President 1
Senior Manager 5
Auditor 23
Pegawai Sekretariat
2
Secretariat Staff
Jumlah
31
Total
SERTIFIKASI PROFESI PERSONIL UNIT AUDIT CERTIFICATION OF INTERNAL AUDIT UNIT PERSONNEL
INTERNAL PROFESSION
Dalam rangka meningkatkan keahlian profesi auditor internal In order to increase the expertise of the internal auditor
agar selaras dengan lingkungan perusahaan sebagai global profession to be in line with the company environment as a
player, saat ini seluruh auditor internal Perseroan telah global player, all of the Company’s internal auditors currently
memiliki sertifikasi profesi audit bertaraf nasional, yaitu have national-level professional audit certifications, namely
Qualified Internal Auditor (QIA) dan beberapa sertifikasi Qualified Internal Auditors (QIA) and several international-
profesi audit bertaraf Internasional seperti Certified Fraud level audit professional certifications such as Certified
Examiners (CFE) dan Certified Information Systems Auditor Fraud Examiners (CFE ) and Certified Information Systems
(CISA). Auditor (CISA).
Secara bertahap, auditor internal yang ada diwajibkan Gradually, the existing internal auditors are required to take
mengikuti pelatihan profesi audit bertaraf internasional part in the training of the international audit profession
dan seminar-seminar yang menunjang profesi auditor and seminars that support the auditor profession in both
dalam lingkup internal maupun eksternal. Pada tahun internal and external spheres. In 2019, the recapitulation
2019, rekapitulasi kualifikasi dan sertifikasi Unit Internal of qualifications and certification of the Internal Audit
Audit adalah sebagai berikut: Unit is as follows:

Nama Jabatan Jumlah Pegawai Sertifikasi

Position Total Employees The Certification
3 pegawai memiliki sertifikasi Qualified Internal Auditor (QIA)

1 pegawai memiliki sertifikasi CFE
Senior Manager 5
3 employees have Qualified Internal Auditor (QIA) certification
1 employee has CFE certification
14 pegawai memiliki sertifikasi QIA
8 pegawai baru akan diikutkan pelatihan sertifikasi QIA
Auditor 23
14 employees have Qualified Internal Auditor (QIA) certification
8 new employees will be included in the QIA certification training
KODE ETIK AUDITOR AUDITOR’S CODE OF ETHICS

Kode etik Unit Audit Internal yang terdapat pada Piagam The Internal Audit Unit’s code of ethics contained in the
Audit Internal mengatur prinsip dasar perilaku, yang dalam Internal Audit Charter regulates the basic principles of
pelaksanaannya memerlukan pertimbangan yang seksama behavior, which in its implementation requires careful
dari masing-masing Auditor. Pelanggaran terhadap kode consideration from each Auditor. Violations of the code
etik dapat mengakibatkan yang bersangkutan diberi sanksi of conduct may result in the person being sanctioned in
berupa peringatan, dipindahkan dari jabatannya sebagai the form of a warning, transferred from his position as an
Auditor hingga diberhentikan dari Perseroan. Auditor until dismissed from the Company.
Dalam melaksanakan tugas-tugasnya, Unit Audit Internal In carrying out its duties, the Internal Audit Unit must refer to:
harus mengacu kepada:
1. Piagam Audit Internal; 1. Internal Audit Charter;
2. Audit Internal Professional Standards (Norma 2. Internal Professional Standards Audit;
Pemeriksaan);
3. Peraturan-peraturan pemeriksaan internal lainnya. 3. Other internal inspection regulations.
Prinsip-prinsip perilaku yang wajib dilakukan oleh Unit The behavioral principles required by the Internal Audit
Audit Internal adalah sebagai berikut: Unit are as follows:
1. Integritas (Integrity) 1. Integrity
Auditor Internal memiliki integritas dengan membangun Internal auditors have integrity by building trust
kepercayaan (trust) yang menjadi dasar untuk membuat (trust) which is the basis for making reliable Judgment
pendapat Judgment) yang handal; opinions;
2. Obyektivitas (Objectivity) 2. Objectivity
Auditor Internal menunjukkan obyektivitas yang Internal auditors demonstrate high objectivity in
tinggi sesuai dengan standar dalam mengumpulkan, accordance with standards in gathering, evaluating
mengevaluasi dan mengkomunikasikan informasi and communicating information about the activity or
tentang aktivitas atau proses yang sedang diperiksa. process being examined. Internal auditors carry out a
Auditor Internal melakukan penilaian secara seimbang balanced assessment by taking into account all relevant
(balanced) dengan memperhatikan semua keadaan circumstances and are not influenced by personal or
yang relevan dan tidak dipengaruhi oleh kepentingan other interests in making an opinion (Judgment);
pribadi atau orang lain dalam membuat pendapat
(Judgment);
3. Kerahasiaan (Confidentiality) 3. Confidentiality
Auditor Internal menghormati nilai dan kepemilikan Internal auditors respect the value and ownership of
atas informasi yang diterima dan tidak mengungkapkan information received and do not disclose the information
informasi tersebut tanpa otorisasi dari yang berwenang, without authorization from the authorities, unless
kecuali terdapat kewajiban hukum atau profesi untuk there is a legal or professional obligation to disclose
mengungkapkan informasi tersebut; the information;
4. Kompetensi (Competency) 4. Competency
Auditor Internal menggunakan secara optimal Internal auditors make optimal use of their knowledge,
pengetahuan, keahlian, dan pengalaman yang expertise, and experience in carrying out inspection
dimilikinya dalam melaksanakan tugas pemeriksaan. tasks.

Selain itu, Auditor internal harus memegang teguh dan In addition, internal auditors must uphold and adhere to
mematuhi standar perilaku berikut ini: the following standards of behavior:
1. Berperilaku dan bersikap jujur, obyektif dan cermat 1. Behave and be honest, objective and careful in carrying
dalam melaksanakan tugas; out the task;
2. Memiliki integritas dan loyalitas tinggi terhadap profesi, 2. Having high integrity and loyalty towards the profession,
Perseroan dan Unit Audit Internal; the Company and the Internal Audit Unit;
3. Menghindari kegiatan atau perbuatan yang merugikan 3. Avoiding activities or actions that are detrimental
atau patut diduga dapat merugikan profesi auditor or reasonably suspected to be detrimental to the
internal atau Perseroan; profession of internal auditors or the Company;
4. Menghindari aktivitas yang bertentangan dengan 4. Avoiding activities that are contrary to the interests of
kepentingan Perseroan atau yang mengakibatkan tidak the Company or that result in being unable to perform
dapat melakukan tugas dan kewajiban secara obyektif; duties and obligations objectively;
5. Tidak menerima pemberian dalam bentuk apapun dan 5. Not accepting gifts in any form and from anyone,
dari siapapun, baik langsung maupun tidak langsung, either directly or indirectly, including from auditees,
termasuk dari auditee, klien, customer, pemasok, clients, customers, suppliers, partners and or parties
rekanan dan atau pihak yang berkepentingan dengan interested in the Company;
Perseroan;
6. Mematuhi sepenuhnya Standar Professional Internal 6. Fully comply with Professional Internal Auditor
Auditor, kebijakan Perseroan, dan peraturan perundang- Standards, Company policies and applicable laws
undangan yang berlaku; and regulations;
7. Memelihara dan mempertahankan moral dan martabat 7. Maintain and maintain morale and dignity as an internal
sebagai auditor internal; auditor;
8. Tidak memanfaatkan informasi yang diperoleh untuk 8. Not using information obtained for personal interests or
kepentingan atau keuntungan pribadi atau hal lain yang benefits or other things that could cause or reasonably
dapat menimbulkan atau patut diduga dapat menimbulkan be expected to cause harm to the Company for any
kerugian bagi Perseroan dengan alasan apapun; reason;
9. Melaporkan semua hasil pemeriksaan yang material 9. Report all material inspection results by revealing
dengan mengungkapkan kebenaran sesuai fakta the truth in accordance with the facts and not hiding
yang ada dan tidak menyembunyikan hal yang dapat things that can harm the Company and or may result
merugikan Perseroan dan atau dapat berakibat in violation of the law.
melanggar hukum.
LAPORAN SINGKAT PELAKSANAAN KEGIATAN BRIEF REPORT OF THE AUDIT INTERNAL AUDIT ACTIVITIES
INTERNAL AUDIT TAHUN 2019 IN 2019
Setiap tahun 2019, Unit Internal Audit telah menetapkan Every 2019, the Internal Audit Unit has established a
Program Kerja Pengawasan Tahunan (PKPT) berbasis risk-based Annual Supervision Work Program (PKPT) by
risiko dengan mengakomodasi isu-isu penting yang accommodating important issues obtained from the current
diperoleh dari program Perseroan tahun berjalan, profil year’s company program, the latest company risk profile,
risiko Perseroan terbaru, serta permintaan khusus Komite and the special requests of the Audit Committee and
Audit dan Direksi. Selain itu, Vice President Internal Audit Directors. In addition, the Vice President of Internal Audit
juga menetapkan Anggaran Pemeriksaan Tahunan. Dalam also established an Annual Audit Budget. In carrying out its
melaksanakan tugasnya, VP Internal Audit memiliki akses duties, VP Internal Audit has access to inspect documents,
untuk memeriksa dokumen, pencatatan, personal, dan fisik records, personal, and physical assets of the company in all
kekayaan Perseroan di seluruh unit kerja guna mendapatkan work units in order to obtain data and information relating to
data dan informasi yang berkaitan dengan pelaksanaan tugas the implementation of audit tasks. In addition, the Internal
audit. Di samping itu, VP Internal Audit juga berkewajiban Audit VP is also obliged to apply corporate cultural values
menerapkan nilai-nilai budaya Perseroan dalam setiap in every activity in its work environment and consistently
aktivitas di lingkungan kerjanya dan konsisten melakukan conducts guidance and supervision of its implementation
pembinaan serta pengawasan terhadap implementasinya in all HR in its work units.
pada seluruh SDM di unit kerjanya.
Selama tahun 2019 Unit Internal Audit telah merealisasikan During 2019 the Internal Audit Unit has implemented 9
Program Kerja Pengawasan tahunan (PKPT) sebanyak 9 (nine) inspection programs as well as 67 (sixty seven) annual
(sembilan) program pemeriksaan serta 67 (enam puluh Supervision Work Programs (PKPT) and special examinations
tujuh) pemeriksaan khusus dan review, termasuk dalam and reviews, including in following up complaints reports

rangka menindaklanjuti laporan pengaduan yang berasal dari from the Whistleblowing System (WBS) and the media
Whistleblowing System (WBS) dan media laporan lainnya other reports which are facilities provided by the company
yang merupakan sarana yang disediakan perusahaan untuk to receive reports and complaints, both from employees
menerima laporan dan pengaduan, baik yang berasal dari and the community.
karyawan maupun masyarakat.
1. Technical, Operation, & Financial Audit 1. Technical, Operation, & Financial Audit
• Review permohonan tambahan insentif yang • Review of additional incentive requests submitted
diajukan oleh PT Aerofood Indonesia; by PT Aerofood Indonesia;
• Hasil Review atas Rencana Pelaksanaan Perawatan • Results of the Review of the IFE and Connectivity
IFE dan Connectivity oleh GMF; Care Implementation Plan by GMF;
• Pemeriksaan Pengelolaan biaya fuel*; • Fuel cost management check *;
• Review Persetujuan Pengajuan Anggaran Flysmart • Review of Approval for Filing of Airbus Flysmart
Airbus; Budget;
• Hasil Review Proses Captaincy Garuda Indonesia; • Review of the Garuda Indonesia Captaincy Process;
• Hasil Review atas Rencana Kerja Sama dengan • Review results of the Cooperation Plan with
Financial Adviser terkait Financial Private Financial Advisers related to Private Financial
Placement; Placement;
• Hasil Review Accounting Treatment Pengadaan • Results of Review of Accounting Treatment for
Sandal & Handbag; Procurement of Sandals & Handbags;
• Hasil review atas proses rotasi recovery delay • Results of a review of the GA364 / 365 rotation
GA364/365 tanggal 29 September 2019; delay rotation process on 29 September 2019;
• Penyelesaian tindak lanjut atas temuan • Completion of follow-up on administrative findings
administratif yang terkait DGCA pada pemeriksaan related to DGCA in the B738 seat reconfiguration
seat reconfiguration B738; inspection;
• Hasil review atas usulan workplan & RFP perihal • Results of a review of the proposed workplan &
kebutuhan initial provisioning line replaceable RFP regarding the need for an initial provisioning
unit (LRU) engine trent 7000 pesawat A330 NEO; line replaceable unit (LRU) engine trent 7000
A330 NEO aircraft;
• Hasil Review atas Pelaksanaan SK No. JKTDZ/ • Review results of the Implementation of Decree
SKEP/50017/2019 dan SK No. JKTDZ/ No. JKTDZ / SKEP / 50017/2019 and SK No.
SKEP/50027/2019; JKTDZ / SKEP / 50027/2019;
• Hasil Review atas Penurunan Harga Sewa dengan • Review Results of Rental Price Reductions by
Memperpanjang Masa Sewa Pesawat Extending Aircraft Rental Period
• LHP atas Seat Reconfiguration B738*; • LHP for Seat Reconfiguration B738 *;
• Laporan Hasil Pemeriksaan Crew Management*; • Crew Management Inspection Report *;
• Laporan hasil review kerja sama penyediaan • Report on the results of a review of cooperation
kapasitas kargo; in the provision of cargo capacity;
• Laporan hasil pemeriksaan atas cost efficiency • Report on the results of inspections of non fuel
non fuel*; cost efficiency *;
• Laporan Hasil Review atas Insiden Pesawat PK-GPF • Review Report on PK-GPF Flight Number GA972
Flight Number GA972 Divert ke Colombo-Srilanka; Divert to Colombo-Sri Lanka;
• Laporan Hasil Review Pengalihan Pengelolaan • Report on the results of the Transfer of Management
Komponen Pesawat A330 dari SRT ke GMF; of A330 Aircraft Components from SRT to GMF;
• Laporan Hasil Review atas Pemberhentian • Report on the Results of the Review of Temporary
Sementara Penerimaan Pilot dan Captaincy; Stops for Pilots and Captaincy Reception;
• Laporan Hasil Review Kontrak Sewa Pesawat Haji • Report on the Results of 2019 Hajj Plane Contract
2019 Dengan Lessor Hifly; Rental with Lessor Hifly;
• Laporan Hasil Pemeriksaan Pengelolaan Utang*; • Debt Management Inspection Results Report *;
• Laporan Hasil Pemeriksaan Khusus atas Delay • Examination Report on GA402 Delay dated June
GA402 tanggal 27 Juni 2019; 27, 2019;
• Proses Perpanjangan Perjanjian opsdata Service • The process of extending the Service Supplement
Suplement antara Garuda dengan Jappesen; data service agreement between Garuda and
• Laporan Hasil Pemeriksaan Khusus atas Jappesen;
Pengelolaan dan Pengendalian Biaya BO • Special Inspection Report on the Management
Amsterdam. and Control of BO Amsterdam’s Costs.

2. Commercial & Service Audit 2. Commercial & Service Audit

• Review atas rencana kerjasama atas General Sales • Review of the collaboration plan for Vietnam’s
Agent (GSA) Vietnam; General Sales Agent (GSA);
• Review atas rencana kerjasama atas General Sales • Review of collaborative plans for Bangladesh’s
Agent (GSA) Bangladesh; General Sales Agent (GSA);
• Review atas rencana kerjasama atas General Sales • Review of cooperation plans for India’s General
Agent (GSA) India; Sales Agent (GSA);
• Hasil review permohonan persetujuan anggaran • Results of review of requests for approval of
biaya insentif general sales and service agent the general sales and service agent (GSSA)
(GSSA) di Branch Office China (Shanghai, Beijing, incentive budget costs at the China Branch Offices
dan Guangzhou); (Shanghai, Beijing, and Guangzhou);
• Hasil review rencana workplan & RFP pengadaan • Results of a review of the work plan & RFP for the
pax dan cargo handling untuk station SYD, MEL, procurement of pax and cargo handling for SYD,
dan PER; MEL, and PER stations;
• Review atas pencadangan biaya lama di Unit • Review of old cost reserves in JKTCM Unit for
JKTCM untuk project synthesio dan digital ads skytrax synthesio and digital ads projects;
skytrax;
• Surat Penunjukan Agensi Media Iklan Inflight • Letter of Appointment for Inflight Entertainment
Entertainment; Media Advertising Agency;
• Review Waive Penalti Hardblock Senilai CNY • Hardblock Penalty Review Worth CNY 6,800,892;
6.800.892;
• Review FOC PT Meida Wisata Program Block • FOC Review of PT Meida Wisata Block Seat Deal
Seat Deal Umroh; Umrah Program;
• Review Block Seat Group Booking BO BJS Tanpa • Review of Block Seat Group Booking BO BJS
Deposit Senilai CNY10,239,670; without Deposit Worth CNY10,239,670;
• Review atas Persetujuan Realisasi Anggaran • Review of Approval of Realization of Budget
Penyediaan Jasa untuk Layanan Backroom Support Provision of Services for GarudaMiles Backroom
GarudaMiles; Support Services;
• Review atas Pengadaan Partner Hardblock China • Review of China Routes Hardblock Partner
Routes; Procurement;
• Review atas Legalisasi Draft Amandemen • Review of the Legalization of the DJJ Sentani
Perpanjangan Gerai Sentani DJJ; Outlet Extension Amendment Draft;
• Review Perpanjangan Sewa Ruangan di Terminal • Review of Room Rental Extensions at Surabaya
2 Bandar Udara Juanda Surabaya; Juanda Airport Terminal 2;
• Laporan Hasil Pemeriksaan Khusus Tidak Tertagihnya • Report of Special Inspection Result of Non-
Penalti atas Keterlambatan Pembayaran Deposit Collectible Penalty for Late Payment of Hardblock
Hardblock Senilai CNY6.800.892; Deposit in the Value of CNY6,800,892;
• Proses Pengelolaan SGHA Branch Office KOE; • SGHA Branch Office KOE Management Process;
• Hasil Pemeriksaan atas bisnis proses pemberian • Inspection results on the business process of giving
potongan harga untuk children, senior citizen, discounts to children, senior citizens, students
student dan retired military; and retired military;
• Proses Pengelolaan SGHA Branch Office BTH, • SGHA Branch Office Management Process BTH,
TNJ, KDI, PLW, TTE, dan SOQ; TNJ, KDI, PLW, TTE, and SOQ;
• Review atas Pengajuan Anggaran Payment Landing • Review of the Submission of a Payment Landing
Page; Page Budget;
• Review Perjanjian Kerja Sama Garuda Indonesia • Review of Garuda Indonesia Cooperation
dengan Megacap Aviation Service; Agreement with Megacap Aviation Service;
• Laporan hasil review permohonan persetujuan • Report on the results of the 2018 hajj restitution
anggaran restitusi haji tahun 2018; budget approval request;
• Laporan hasil review inisiasi & realisasi PKS Survey • Report on the results of the review & realization
Passenger Segmentation; of PKS Survey Passenger Segmentation;
• Hasil review perpanjangan perjanjian fare filling • Results of a review of the PT Abdi Information
service PT Abdi Teknologi Informasi (ATI); Technology (ATI) fare filling service agreement
extension;

• Indikasi Ketidaksesuaian Prosedur Penggunaan • Indications of Inappropriate Procedures for

Uang Muka serta Penyalahgunaan Setoran Using Advances and Misuse of Sales Deposits
Penjualan di BO PLW. in BO PLW.
3. Cargo, Subsidiaries, & Investigation Audit 3. Cargo, Subsidiaries & Investigation Audit
• Pemeriksaan Kesalahan Pembayaran GMF ke • GMF Payment Error Checking to AAR Corp;
AAR Corp;
• Pemeriksaan Business Hauling PT Aerotrans • Inspection of PT Aerotrans Services Indonesia’s
Services Indonesia; Business Hauling;
• Hasil review rencana pengembangan dan • Results of a review of the cargo village development
pengelolaan cargo village; and management plan;
• Pemeriksaan Kinerja Pengelolaan PT Aerofood • An Audit of PT Aerofood Indonesia’s Management
Indonesia*; Performance *;
• Review Outstanding Piutang GMF kepada GA; • Review of Outstanding GMF Receivables from GA;
• Pengelolaan Keuangan PT Aero Jasa Cargo; • Financial Management of PT Aero Jasa Cargo;
• Hasil Pemeriksaan Khusus Praktik Penerimaan • Results of Special Examination of Gratification
Gratifikasi yang Dilakukan Pegawai Struktural Acceptance Practices by Structural Employees
Branch Office (BO) Jeddah; of Jeddah Branch Office (BO);
• Laporan Hasil Pemeriksaan Pengadaan, • Report on the Results of Procurement Examination,
Pengelolaan Alat GSE dan Acillary pada PT Gapura GSE and Acillary Tool Management at PT Gapura
Angkasa*; Angkasa *;
• Hasil pemeriksaan khusus atas pengelolaan dan • Special audit results on the management and
pengendalian piutang PT Garuda Indonesia atas control of PT Garuda Indonesia’s accounts
transaksi yang berkaitan dengan PT Aero Jasa receivable for transactions related to PT Aero
Cargo (AJC); Jasa Cargo (AJC);
• Laporan hasil review kerjasama sewa dengan • Report on the results of a lease cooperation review
aerotrans untuk penyediaan kendaraan operasional with Aerotrans for the supply of crew operational
crew; vehicles;
• Hasil review atas temuan bea cukai terkait • Results of a review of customs findings related
hilangnya minuman beralkohol yang dikonsumsi to the loss of alcoholic beverages consumed by
penumpang di pesawat; passengers on board;
• Hasil Review Perpanjangan Perjanjian Pengadaan • Results of the 2019 Hajj Hajj Officers’ Catering
Catering Petugas Darat Haji 2019; Procurement Extension Agreement;
• Hasil Pemeriksaan Khusus atas Insiden Pesawat • Special Inspection Results for the Airbus 330-300
Airbus 330-300 PK-GPX tanggal 4 April 2019 PK-GPX Incident on April 4, 2019 at Ngurah Rai
di Bandara Ngurah Rai Denpasar Bali; Airport Denpasar Bali;
• Pemeriksaan Khusus atas WBS Pengadaan Rekanan • Special Examination of WBS Procurement of Providers
Penyedia Jasa Baggage Collection Haji 2019; of Hajj Baggage Collection Services 2019;
• Laporan Hasil Pemeriksaan Pengadaan Operasional • 2018 Hajj Operational Procurement Inspection
Haji 2018*. Report *.
4. IT Audit 4. IT Audit
• Review perpanjangan integrasi dan infrastruktur • Review the extension of integration and supporting
pendukung new IOCS; infrastructure for the new IOCS;
• Review atas Keterlambatan Pembayaran Tagihan • Review of the FIDS Application Middleware Bill
Middleware Aplikasi FIDS; Late Payment;
• Permohonan Persetujuan Anggaran Enhancement • Application for Approval FOGA Enhancement
FOGA; Budget;
• Perpanjangan Integrasi dan Infrastruktur • Extension of Integration and Supporting
Pendukung New IOCS; Infrastructure of New IOCS;
• Laporan Hasil Review Implementasi Sistem IOB • Report on the Review of Implementation of IOB
(Inventory On-Board); (Inventory On-Board) System;
• Laporan Hasil Pemeriksaan Aplikasi Fare • Fare Management Platform Application Inspection
Management Platform (Hasil Program Kerja Report (Annual Supervision Work Program Results);
Pengawasan tahunan);
• Hasil Pemeriksaan Atas Kesalahan Transaksi • Results of Checks on Errors in Transaction of Asyst
Pembayaran Asyst kepada Flatirons. Payments to Flatirons.

5. General Audit 5. General Audit

• Penyampaian hasil review internal audit atas • Submission of the results of an internal audit
klaim PT Tripuri; review of PT Tripuri’s claims;
• Review Anggaran SPPD JKTVZ; • JKTVZ SPPD Budget Review;
• Review atas Penggunaan Dana CSR Tahun 2019; • Review of the use of CSR funds in 2019;
• Review permohonan persetujuan anggaran biaya • Review the request for approval of the Ab-initio
training berbayar ab-initio A3230 Citilink batch 3; A3230 Citilink batch 3 paid training budget;
• Pemeriksaan atas Penyelesaian Pembayaran Jasa • Examination of Payment of Legal Services for
Hukum Nurjadin, Sumono, Mulyadi, & Partners Nurjadin, Sumono, Mulyadi, & Partners (NSMP);
(NSMP);
• Pemberian FOC PT Meida Wisata Program Block • Provision of FOC of PT Meida Wisata Block Seat
Seat Deal Umrah. Deal Umrah Program.
Selain menjalankan program kerja pemeriksaan tersebut, In addition to carrying out the audit work program, the
Unit Internal Audit juga melaksanakan program kerja lainnya Internal Audit Unit also carries out other work programs
yang meliputi kegiatan sebagai berikut: that include the following activities:
1. Melaksanakan Sharing Session atas pengalaman yang 1. Carry out Sharing Session on the experience gained
didapat selama proses pelaksanaan audit maupun during the audit process and the knowledge gained
pengetahuan yang didapat selama mengikuti pendidikan/ during the education / training. During 2019 10 Sharing
pelatihan. Selama tahun 2019 telah dilaksanakan 10 Sessions were held with the following topics;
Sharing Session dengan topik sebagai berikut;
• Pemaparan proses bisnis, aplikasi monitoring, • Presentation of business processes, monitoring
dan portofolio JKTDA; applications and JKTDA portfolio;
• Pemaparan Program Kerja JKTDAO dan Sosialisasi • Presentation of JKTDAO Work Program and KKP
KKP oleh VP JKTDA; Socialization by JKTDA VP;
• Pemaparan Fraud Awareness; • Fraud Awareness Presentation;
• Pemaparan & Diskusi dengan Internal Audit • Presentation & Discussion with Sriwijaya Air
Sriwijaya Air; Internal Audit;
• Sharing Session (Pemaparan) Perhitungan PBTH; • Sharing Session (Exposure) Calculation of PBTH;
• Sharing Session Materi Seminar Nasional • Sharing Session Material of the National Seminar
Pembahasan Permasalahan Pajak Pph psl 21 on the Discussion of Tax Problems in PP 21 for
bagi dunia usaha dan UKM; businesses and SMEs;
• Sharing Session Materi QMS dan IQA; • Sharing Session of QMS and IQA Material;
• Sharing Session Blue Ocean Strategy; • Sharing Blue Ocean Strategy Session;
• Sharing Session Anti Korupsi KPK untuk SPI; • KPK Anti-Corruption Sharing Session for SPI;
• Penerapan accounting terbaru di 2020 yaitu • The latest accounting applications in 2020 are
PSAK 71,72 dan 73. PSAK 71.72 and 73.
2. Melakukan penelaahan terhadap SOP Internal Audit 2. Reviewing the Internal Audit SOP in accordance with
sesuai standar dokumen Perseroan. the Company’s document standards.
3. Berkoordinasi secara rutin dengan Komite Audit dalam 3. Coordinate regularly with the Audit Committee in
rangka menyelaraskan program kerja dan mengevaluasi order to harmonize the work program and evaluate
pelaksanaannya, termasuk membahas masalah yang its implementation, including discussing current
berkembang di Perseroan saat ini serta membahas problems in the Company and discussing the Company’s
laporan kinerja Perseroan; performance report;
4. Merealisasikan program pendidikan berkelanjutan 4. Implementing continuing education programs (PPL)
(PPL) dan program sertifikasi auditor, baik lingkup and auditor certification programs, both National
Nasional (QIA) maupun Internasional (CISA, CFE), (QIA) and International scope (CISA, CFE), as well as
serta beberapa workshop dan diklat lainnya; several other workshops and training;
5. Sebagai mitra auditor eksternal, yaitu KAP, BPK, dan 5. As a partner of external auditors, namely KAP, BPK,
BPKP dalam rangka membantu kelancaran pemeriksaan and BPKP in order to assist the smooth inspection
yang dilakukan; carried out;
6. Melakukan koordinasi secara rutin dengan unit kerja di 6. Coordinate regularly with work units in the Company
Perseroan dalam rangka menindaklanjuti rekomendasi in order to follow up recommendations on audit results
atas hasil audit dari eksternal auditor dan Unit Internal from external auditors and the Internal Audit Unit.
Audit.

TEMUAN DAN TINDAK LANJUT HASIL AUDIT FINDINGS AND FOLLOW-UP AUDIT RESULTS
Hasil pemeriksaan yang dilakukan Unit Internal Audit tahun The results of examinations carried out by the Internal Audit
2019 menghasilkan sebanyak 335 (tiga ratus tiga puluh Unit in 2019 resulted in 335 (three hundred thirty-five)
lima) rekomendasi dan yang sedang dalam proses dan telah recommendations and in the process of which 100 (one
selesai ditindaklanjuti sebanyak 100 (seratus) rekomendasi. hundred) recommendations have been completed. While
Sedangkan hasil pemeriksaan yang dilakukan oleh Eksternal the results of the examination conducted by the External
Auditor, yaitu BPKRI, total terdapat 184 (seratus delapan Auditor, namely BPKRI, a total of 184 (one hundred eighty
puluh empat) rekomendasi dan sebanyak 153 (seratus lima four) recommendations and as many as 153 (one hundred
puluh tiga) rekomendasi telah selesai ditindaklanjuti per fifty three) recommendations have been followed up as of
31 Desember 2019. December 31, 2019.
UNIT MANAJEMEN RISIKO RISK MANAGEMENT UNIT

Unit ERM saat ini ditempatkan di bawah Direktur Keuangan The ERM unit is currently placed under the Director of
dan Manajemen Risiko (DF). Fungsi utama unit ERM adalah Finance and Risk Management (DF). The main function of the
untuk meningkatkan penerapan praktik manajemen risiko ERM unit is to improve the application of risk management
di seluruh organisasi, mengembangkan standar manajemen practices throughout the organization, develop uniform
risiko yang seragam di Garuda Indonesia, dan untuk risk management standards in Garuda Indonesia, and to
mendukung penerapan Manajemen Risiko Perseroan. support the implementation of Company Risk Management.
Komite Pengembangan Usaha

dan Pemantauan Risiko Direktur Utama
Business Development and Risk President & CEO
Fungsi Manajemen Risiko Direktur Keuangan dan

di Anak Perusahaan Manajemen Risiko BOD Garuda Indonesia
Risk Management Functions at Finance and Risk Management BOD of Garuda Indonesia
Subsidiaries Director
VP Enterprise Risk
Risk Officer (RO)
Management VP Garuda Indonesia
VP of Internal Audit Business Development and Risk
VP Enterprise Risk (Unit)
Management
SM Manajemen Risiko SM Manajemen Risiko SM Pelaporan dan

Anak Perusahaan Bisnis Strategi Informasi Risiko
Business Development and Risk SM Risk Management of SM of Risk Reporting and
Monitoring Committee Business Strategy Information
Manajer Pemantauan dan Manajer Manajemen

Pelaporan Anak Perusahaan Manajer Peninjauan Risiko
Risiko
Manager of Monitoring and Risk Review Manager
Manager of Risk Management
Reporting of Subsidiaries
Garis utuh | Full line Garis komando | Command line

Garis putus | Broken line Garis koordinasi | Coordination line
Komite Pengembangan Usaha dan Pemantauan Risiko Business Development and Risk Monitoring Committee
• Mendapatkan pemahaman tentang manajemen risiko • Gain an understanding of the company’s risk management
Perseroan termasuk beragam risiko yang dihadapi including the various risks faced by the company, the
perusahaan, strategi, sistem, dan kebijakan manajemen company’s strategy, systems and risk management policies,
risiko Perseroan, termasuk kebijakan, metodologi, dan including policies, methodologies, and the company’s
infrastruktur pengendalian internal Perseroan; internal control infrastructure;
• Mengevaluasi model pengukuran risiko potensial • Evaluate potential risk measurement models used by
yang digunakan oleh perusahaan dan memberikan companies and provide recommendations for further
rekomendasi perbaikan lebih lanjut; improvement;
• Memantau kesesuaian kebijakan dan penerapan • Monitor the suitability of policies and implementation
manajemen risiko Perseroan dan memantau berbagai of company risk management and monitor various
risiko potensial yang dihadapi oleh Perseroan; potential risks faced by the company;
• Mengevaluasi kebijakan manajemen risiko Perseroan; • Evaluate company risk management policies;
• Mengkoordinasikan implementasi dan memantau • Coordinate the implementation and monitor the
keberadaan dan tingkat efektivitas setiap komponen presence and level of effectiveness of each component
dalam Perseroan Manajemen Risiko Perusahaan; in the Company’s Risk Management company;

• Mengukur efektivitas setiap komponen ERM yang • Measuring the effectiveness of each ERM component
telah diterapkan di Perseroan; that has been implemented in the company;
• Melakukan tugas-tugas lain yang diberikan oleh dewan • Perform other tasks assigned by the board of
komisaris berdasarkan ketentuan perundang-undangan. commissioners based on statutory provisions.
Direktur Utama President Director

• Orang yang bertanggung jawab dalam mengelola • The person responsible for managing company risk.
risiko Perseroan.
Direksi Board of Directors

• Memberikan kepemimpinan dan bimbingan dalam • Providing leadership and guidance in risk management
praktik manajemen risiko di Perseroan; practices in the company;
• Memastikan kecukupan sumber daya yang diperlukan • Ensuring sufficient resources are needed to manage
dalam mengelola kegiatan manajemen risiko yang efektif; effective risk management activities;
• Memastikan bahwa risiko yang relevan dengan Garuda • Ensuring that risks relevant to Garuda Indonesia are
Indonesia diidentifikasi dengan benar, termasuk risiko properly identified, including risks inherent in Garuda
yang melekat dalam model dan strategi bisnis Garuda Indonesia business models and strategies, and risks
Indonesia , dan risiko dari faktor eksternal ketika Garuda from external factors when Garuda Indonesia pursues
Indonesia mengejar tujuan strategisnya melalui proses its strategic objectives through the Company’s Risk
Penilaian Risiko Perusahaan; Assessment process;
• Memastikan bahwa sistem dan program di Garuda • Ensuring that the systems and programs at Garuda
Indonesia mematuhi persyaratan peraturan dan sesuai Indonesia comply with regulatory requirements and
dengan praktik unggulan industri penerbangan; comply with leading industry practice;
• Menyetujui profil risiko Garuda Indonesia. • Approve Garuda Indonesia risk profile.
Direktur Keuangan dan Manajemen Risiko Director of Finance and Risk Management
• Memastikan efektivitas penerapan ERM Perseroan • Ensuring the effectiveness of the implementation of the
sehingga menjadi bagian integral dari operasi company’s ERM so that it becomes an integral part of
Perseroan untuk mendukung pencapaian tujuan the company’s operations to support the achievement
Perseroan berdasarkan peran yang diterapkan dan of company goals based on the applied role and the
prinsip Tata Kelola Perusahaan yang Baik (GCG) dan principles of Good Corporate Governance (GCG) and
memastikan ketersediaan bisnis anak perusahaan & ensure the availability of subsidiary business & strategic
rencana strategis semua risiko di perusahaan mengikuti plans of all risks in the company following agreed risk
toleransi risiko yang disetujui; tolerance ;
• Menetapkan target Manajemen Risiko untuk jangka • Setting Risk Management targets for the short and
pendek dan jangka panjang; long term;
• Memastikan tinjauan berkala terhadap kapasitas risiko, • Ensuring regular reviews of risk capacity, appetite,
appetite, toleransi, dan batas, termasuk pencapaian tolerance and limits, including important achievements
penting dengan bantuan Unit ERM; with the assistance of the ERM Unit;
• Menetapkan dan menyetujui batas risiko yang telah • Establish and approve risk limits that have been
dikembangkan dan diusulkan oleh Unit ERM melalui developed and proposed by the ERM Unit through
diskusi dengan VP dari Unit Kerja lain; discussion with VPs from other Work Units;
• Tinjau profil risiko Garuda sebelum mengirimkan profil • Review Garuda’s risk profile before sending the risk
risiko kepada Direksi untuk persetujuan akhir. profile to the Directors for final approval.
VP Unit Kerja VP Work Unit

• Bertanggung jawab dalam mengelola risiko unit kerja • Responsible for managing the risk of their work units;
mereka;
• Memastikan kecukupan sumber daya yang diperlukan • Ensuring the adequacy of resources needed to
dalam mengelola kegiatan manajemen risiko yang manage effective risk management activities in
efektif di unit kerja; the work unit;

• Memastikan bahwa risiko yang relevan di unit kerja • Ensuring that relevant risks in the work unit are properly
diidentifikasi dengan benar, termasuk risiko yang melekat identified, including risks inherent in Garuda’s business
pada model dan strategi bisnis Garuda Indonesia, dan model and strategy, and risks from external factors
risiko dari faktor eksternal ketika Garuda mengejar tujuan when Garuda pursues its strategic objectives through
strategisnya melalui proses Penilaian Risiko Perseroan; the Company’s Risk Assessment process;
• Memastikan bahwa sistem dan program di unit kerjanya • Ensuring that the systems and programs in their work
mematuhi ketentuan peraturan dan sesuai dengan units comply with regulatory requirements and comply
praktik utama industri penerbangan; with the aviation industry’s core practices;
• Menyetujui profil risiko unit kerja; • Approve work unit risk profiles;
• Memastikan upaya penanganan risiko/rencana tindakan • Ensuring that risk management efforts / main risk
risiko utama di unit kerja dapat diterapkan secara action plans in work units can be implemented in a
tepat waktu dan mempertimbangkan profil risiko unit timely manner and taking into account the risk profile
beserta cost and benefit. of the unit along with the costs and benefits.
VP Enterprise Risk Management VP Enterprise Risk Management

• Memastikan ketersediaan strategi ERM Garuda Indonesia; • Ensuring the availability of the ERM Garuda Indonesia; strategy;
• Memastikan kebijakan dan penerapan proses ERM di • Ensuring the policy and implementation of the ERM
semua unit kerja Garuda Indonesia; process in all Garuda Indonesia work units;
• Memastikan ketersediaan filosofi manajemen risiko • Ensuring the availability of the company’s risk management
perusahaan (appetite risiko, kapasitas, toleransi dan philosophy (risk appetite, capacity, tolerance and limits),
batas), visi dan misi, tujuan dan sasaran serta strategi; vision and mission, goals and objectives and strategies;
• Memastikan ketersediaan infrastruktur ERM; • Ensuring the availability of ERM infrastructure;
• Memastikan ketersediaan Corporate Risk Profile. • Ensuring the availability of Corporate Risk Profile.
VP Internal Audit Internal Audit VP

• Mengevaluasi implementasi ERM di Garuda Indonesia dan • Evaluate the implementation of ERM in Garuda Indonesia
mengusulkan rekomendasi untuk perbaikan (termasuk and propose recommendations for improvement
kebijakan manajemen risiko Perseroan, kegiatan (including company risk management policies, effective
manajemen risiko yang efektif dan efisien, kepatuhan and efficient risk management activities, compliance
dengan ketentuan peraturan dan sesuai dengan praktik with regulatory requirements and in accordance with
kerja terkemuka dari industri penerbangan); leading work practices of the aviation industry);
• Mempertimbangkan profil risiko perusahaan untuk • Considering the company’s risk profile for developing
mengembangkan perencanaan audit/Audit Internal a risk-based audit plan / Internal Audit (RBIA).
berbasis Risiko (RBIA).
PROFIL KEPALA DIVISI MANAJEMEN RISIKO PROFILE OF RISK MANAGEMENT DIVISION HEAD
Novrey Kurniawan, ST, MBA, CRMP

Vice President Enterprise Risk Management
Domisili
Jakarta
Domicile
Tempat & Tanggal Lahir Padang, 15 November 1987
Place & DOB Padang, 15 November 1987
• Sarjana Teknik Industri Universitas Andalas - 2009
Riwayat Pendidikan • Master of Business Administration Institut Teknologi Bandung (ITB) – 2015
Education • Bachelor of Industrial Engineering from Andalas University - 2009
• Master of Business Administration from Institut Teknologi Bandung (ITB) – 2015
Surat Keputusan No. JKTDZ/SKEP/50051/2019 tentang Pembebasan dan Pengangkatan
SK Pengangkatan
Pejabat di PT Garuda Indonesia (Persero) Tbk. Tanggal 1 Oktober 2019
Appointment Letter of
Decree No. JKTDZ / SKEP / 50051/2019 concerning Exemption and Appointment of Officials at
Statement
PT Garuda Indonesia (Persero) Tbk. October 1, 2019

PENGEMBANGAN KOMPETENSI BIDANG RISK MANAGEMENT COMPETENCE DEVELOPMENT

MANAJEMEN RISIKO
Untuk senior manager dan manager di unit Enterprise Risk Senior managers and managers in the Enterprise Risk
Management telah diikutsertakan dalam pengembangan Management unit are included in the development of
kompetensi training Certified Risk Management Professional Certified Risk Management Professional (CRMP) training
(CRMP) yang diselenggarakan pada bulan Juli 2019 oleh competencies held in July 2019 by the Risk Management
Lembaga Sertifikasi Profesi Manajemen Risiko (LSPMR) Professional Certification Institute (LSPMR) through PPM
melalui PPM Manajemen sebagai penyelenggara. Management as the organizer.
SERTIFIKASI MANAJEMEN RISIKO RISK MANAGEMENT CERTIFICATION

Sertifikasi Certified Risk Management Professional (CRMP) Certified Risk Management Professional (CRMP) Training
Training oleh Badan Nasional Sertifikasi Profesi (BNSP) by the National Professional Certification Board (BNSP) has
menjadi standar setiap pelaksana maupun struktural di become the standard for every implementer and structural
Unit Enterprise Risk Management. Adapun pegawai yang in the Enterprise Risk Management Unit. The employees
telah memiliki Certified Risk Management Professional who already have a Certified Risk Management Professional
(CRMP) adalah sebagai berikut. (CRMP) are as follows.
Nama No Pegawai Jabatan

No
Name Employee ID Position
1 Novrey Kurniawan 533695 Vice President Enterprise Risk Management

2 Reanindita 533544 Senior Manager Subsidiaries Risk Management
3 Adina Mauliza Aritenang 533052 Manager Monitoring and Reporting Subsidiaries
4 Nurina Diana Artha 536839 Manager Risk Reviewer
5 Dono Hariyanto 540357 ERM Specialist
PELAKSANAAN TUGAS DIVISI MANAJEMEN RISIKO IMPLEMENTATION OF RISK MANAGEMENT DIVISION

TAHUN 2019 DUTY 2019
Untuk mendukung pelaksanaan tugas Unit Enterprise Risk To support the implementation of the Enterprise Risk
Management salah satu langkah yang dilakukan adalah Management Unit’s tasks, one of the steps taken is to
peningkatan Risk Awareness di lingkungan Perseroan. Di increase Risk Awareness within the company. In 2019, the
tahun 2019, Unit Enterprise Risk Management mengeluarkan Enterprise Risk Management Unit issued 10 (ten) digital Risk
10 (sepuluh) digital Risk Awareness yang ditampilkan di Awareness displayed on the Corporate Portal and also on
Corporate Portal dan juga di blast email ke seluruh karyawan email blasts to all Garuda Indonesia employees.
Garuda Indonesia.
REMUNERASI DEWAN KOMISARIS DAN BOARD OF COMMISSIONERS AND BOARD

DIREKSI OF DIRECTORS REMUNERATION
KEBIJAKAN REMUNERASI REMUNERATION POLICY

Penetapan remunerasi bagi Direksi dan Dewan Komisaris Determination of remuneration for the Directors and Board
Perseroan mengacu kepada ketentuan sebagaimana termuat of Commissioners of the Company refers to the provisions as
dalam Peraturan Menteri Badan Usaha Milik Negara No. Per- contained in the Minister of State Owned Enterprises Regulation
02/MBU/06/2016 tentang Pedoman Penetapan Penghasilan No. Per-02 / MBU / 06/2016 concerning Guidelines for
Direksi, Dewan Komisaris dan Dewan Pengawas Badan Determining the Income of Directors, Board of Commissioners
Usaha Milik Negara. and Board of Trustees of State-Owned Enterprises.
PROSEDUR PENETAPAN REMUNERASI REMUNERATION SETTING PROCEDURE

Kebijakan dan prosedur penetapan remunerasi bagi Dewan The policies and procedures for determining remuneration
Komisaris Direksi terdiri dari beberapa tahapan yang for the Board of Commissioners of the Board of Directors
mencakup proses penyusunan, analisa, pengajuan, dan consist of several stages that cover the process of preparation,
penetapan. Penyusunan kebijakan dan usulan remunerasi analysis, submission, and determination. The preparation of
dilaksanakan oleh Komite Remunerasi Perseroan dengan remuneration policies and proposals is carried out by the
bantuan kajian remunerasi dari konsultan independen. Company’s Remuneration Committee with the assistance of
Rekomendasi remunerasi tersebut kemudian diteruskan a remuneration study from an independent consultant. The

pada Dewan Komisaris untuk dibahas dan dianalisis. Pada remuneration recommendations are then forwarded to the
tahapan terakhir, rekomendasi remunerasi diajukan dalam Board of Commissioners for discussion and analysis. In the final
RUPS Tahunan yang berwenang mengambil keputusan stage, remuneration recommendations are submitted at the
akhir penetapan remunerasi Direksi. Annual GMS which has the authority to make the final decision
on the determination of the Board of Directors’ remuneration.
Komitmen Direksi dalam mencapai KPI 2019 dituangkan The commitment of the Board of Directors in achieving
dalam Rencana Kerja dan Anggaran Perusahaan yang the 2019 KPI is outlined in the Work Plan and Corporate
disetujui oleh Dewan Komisaris. Hal-hal yang menjadi tolak Budget approved by the Board of Commissioners. Matters
ukur pencapaian KPI berfungsi sebagai target Perseroan that serve as benchmarks for KPI achievement serve as the
yang diupayakan untuk direalisasikan secara optimal. Company’s targets that are pursued to be realized optimally.
INDIKATOR PENETAPAN REMUNERASI DEWAN INDICATORS FOR DETERMINING

KOMISARIS DAN DIREKSI REMUNERATION OF BOARD OF
COMMISSIONERS AND DIRECTORS
Penetapan tantiem bagi Direksi dan Dewan Komisaris dapat Determination of the bonus for the Board of Directors and
diberikan berdasarkan penetapan RUPS/ Menteri dalam the Board of Commissioners can be given based on the
pengesahan Laporan Tahunan apabila: determination of the GMS / Minister in the ratification of
the Annual Report if:
1. Opini yang diterbitkan oleh auditor adalah paling 1. Opinions issued by auditors are at least Fair With
sedikit Wajar Dengan Pengecualian (WDP); Exceptions (WDP);
2. Realisasi tingkat kesehatan paling rendah dengan 2. Realization of the lowest health level with a value of
nilai 70 (tujuh puluh). Pencapaian dimaksud tidak 70 (seventy). Such achievement does not take into
memperhitungkan beban/keuntungan akibat tindakan account the burden / profit due to the actions of the
direksi sebelumnya; previous directors;
3. Capaian KPI paling rendah sebesar 80% (delapan puluh 3. Achievement of KPIs as low as 80% (eighty percent).
persen). Pencapaian dimaksud tidak memperhitungkan This achievement does not take into account factors
faktor di luar pengendalian Direksi; dan outside the Board of Directors’ control; and
4. Kondisi Perseroan tidak semakin merugi dari tahun 4. The condition of the company is not getting worse
sebelumnya untuk Perseroan dalam kondisi rugi, than the previous year for the company at a loss, or
atau Perseroan tidak menjadi rugi dari sebelumnya the company is not at a loss from the previous profit.
dalam kondisi untung. Kerugian tersebut tidak The loss does not take into account factors outside
memperhitungkan faktor di luar pengendalian Direksi. the Board of Directors’ control.
STRUKTUR DAN JUMLAH NOMINAL/ NOMINAL STRUCTURE AND NUMBER /

KOMPONEN REMUNERASI DEWAN KOMISARIS REMUNERATION COMPONENTS OF THE
DAN DIREKSI BOARD OF COMMISSIONERS AND DIRECTORS
Berdasarkan Peraturan Menteri BUMN, sebagaimana Based on the SOE Ministerial Regulation, according to the
Keputusan RUPS pada tanggal 24 April 2019 yang GMS Decree on April 24, 2019, which gave the Board of
memberikan kuasa kepada Dewan Komisaris Perseroan Commissioners the power of attorney to the Company by
dengan terlebih dahulu mendapatkan persetujuan tertulis first obtaining written approval from the Dwiwarna Series A
dari Pemegang Saham Seri A Dwiwarna untuk menetapkan Shareholders to determine the Performance and Incentives for
Tantiem dan atau Insentif Kinerja Tahun Buku 2018 dan the 2018 Fiscal Year and Remuneration (Salaries, Facilities,
Remunerasi (Gaji, Fasilitas, Tunjangan dan Insentif lainnya) Allowances and other incentives) for Fiscal Year 2019 for
untuk Tahun Buku 2019 bagi Dewan Komisaris dan Direksi the Company’s Directors and Commissioner. Through the
Perseroan. Melalui Surat Menteri Badan Usaha Milik Negara Letter of the Minister of State-Owned Enterprises of the
Republik Indonesia selaku Pemegang Saham Seri A Dwi Republic of Indonesia as the Dwi A Series Color Shareholder
Warna No. S-455/MBU/D5/05/2019 tanggal 31 Mei No. S-455 / MBU / D5 / 05/2019 dated May 31, 2019,
2019 tentang Penyampaian Penetapan Penghasilan Direksi regarding Submission of the Determination of the Income
dan Dewan Komisaris PT Garuda Indonesia (Persero) Tbk. of the Directors and Board of Commissioners of PT Garuda
Tahun 2019, telah memberikan persetujuan kepada Dewan Indonesia (Persero) Tbk. 2019, has given approval to the Board
Komisaris untuk menetapkan penghasilan Direksi dan of Commissioners to determine the income of Directors and
Dewan Komisaris Tahun Buku 2019. Penghasilan Direksi Board of Commissioners for Fiscal Year 2019. The income of
dan Dewan Komisaris yang dapat diterima pada Tahun Directors and Board of Commissioners that can be received
2019 dapat terdiri dari: in 2019 can consist of:

1. Gaji; 1. Salary;
2. Tunjangan; 2. Allowances;
3. Fasilitas. 3. Amenities.
Fasilitas yang diberikan kepada Direksi dan Dewan Facilities provided to the Directors and Board of
Komisaris Garuda Indonesia sesuai dengan PER-04/ Commissioners of Garuda Indonesia in accordance
MBU/2014 sebagaimana beberapa kali diubah terakhir with PER-04 / MBU / 2014 as amended several times,
dengan PER-01/MBU/05/2019 adalah sebagai berikut: the latest by PER-01 / MBU / 05/2019 are as follows:
Direktur Utama dan Anggota Direksi:
1. Fasilitas Kendaraan 1. Vehicle Facilities
2. Fasilitas Kesehatan 2. Health Facilities
3. Fasilitas Bantuan Hukum 3. Legal Aid Facilities
Dewan Komisaris: Board of Commissioners:
1. Fasilitas Kesehatan 1. Health Facilities
2. Fasilitas Bantuan Hukum 2. Legal Aid Facilities
Dalam periode tahun buku 2019, Gaji dan Tunjangan In the 2019 fiscal year period, salaries and benefits received
yang diterima oleh Direksi dapat dijelaskan melalui tabel by the Directors can be explained through the table below.
di bawah ini.
Jumlah (dalam Rupiah)

Jabatan Jenis Remunerasi Amount (in Rupiah)
Position Type of Remuneration
Jumlah Orang Juta Rupiah
Number of People Million Rupiah
Gaji
8 20.893
Salary
Direksi Tunjangan
8 7.581
Board of Directors Allowance
Tantiem
8 0
Tantiem
Jumlah
28.474
Total
Sedangkan Honorarium dan Tunjangan yang diterima oleh Dewan Whereas the Honorarium and Allowances received by the
komisaris dalam periode tahun buku 2019 dapat dijelaskan melalui Board of Commissioners in the 2019 fiscal year can be
tabel di bawah ini explained through the table below
Jumlah (dalam Rupiah)

Jabatan Jenis Remunerasi Amount (in Rupiah)
Position Type of Remuneration
Jumlah Orang Juta Rupiah
Number of People Million Rupiah
Honorarium
8 8.605
Honorarium
Komisaris Tunjangan
8 3.703
Board of Commissioners Allowance
Tantiem
8 0
Tantiem
Jumlah
12.308
Total
*Pada periode Bulan April 2019 terjadi perubahan jumlah BOC menjadi 7 Orang
* In the period of April 2019 there was a change in the number of BOC to 7 people
Sedangkan atas kinerja Tahun buku 2019, Direksi dan While for the performance of Fiscal Year 2019, the Directors
Dewan Komisaris Garuda Indonesia belum diputuskan and Board of Commissioners of Garuda Indonesia have not
terkait pemberian tantiem. yet been decided in relation to the awarding of tantiem.

AKUNTAN PUBLIK PUBLIC ACCOUNTANT

Perseroan diawasi oleh Otoritas Jasa Keuangan dalam The Company is overseen by the Financial Services Authority
melakukan bisnis dan operasionalnya. Selain itu, laporan in conducting its business and operations. In addition, the
keuangan Perseroan diaudit oleh Kantor Akuntan Publik. Company’s financial statements are audited by a Public
Accounting Firm.
PENUNJUKAN AKUNTAN PUBLIK APPOINTMENT OF PUBLIC ACCOUNTANT

Berdasarkan kewenangan yang diberikan oleh RUPS dan Based on the authority granted by the GMS and taking into
memperhatikan rekomendasi Komite Audit serta peraturan account the recommendations of the Audit Committee as
perundangan yang berlaku, Dewan Komisaris telah menunjuk well as the applicable laws and regulations, the Board of
Kantor Akuntan Publik (KAP) Tanudiredja, Wibisana, Commissioners has appointed the Public Accounting Firm
Rintis & Rekan (firma anggota dari jaringan global PwC) (KAP) Tanudiredja, Wibisana, Rintis & Partners (firm members
sebagai auditor eksternal untuk melakukan pemeriksaan of the PwC global network) as external auditors to conduct
independen atas laporan keuangan Perseroan untuk periode independent audits of The Company’s financial statements for
yang berakhir pada 31 Desember 2019. Proses audit the period ended December 31, 2019. The audit process carried
yang dilakukan Akuntan Publik yang ditunjuk juga telah out by the appointed Public Accountant has also referred to
mengacu standar profesional akuntan sesuai dengan kontrak the accountant’s professional standards in accordance with
kerja dalam ruang lingkup audit yang diselesaikan dalam the work contract within the audit scope which was completed
rentang waktu tertentu. Pelaksanaan pemeriksaan juga telah within a certain timeframe. The examination also fulfilled the
memenuhi kriteria objektivitas mengenai kewajaran dan objectivity criteria regarding fairness and compliance with
kesesuaian dengan Standar Akuntansi Keuangan Indonesia. Indonesian Financial Accounting Standards.
Akuntan Publik yang ditugaskan untuk melakukan audit The Public Accountant assigned to conduct an audit named
bernama Daniel Kohar, menjabat sebagai auditor dengan Daniel Kohar, served as an auditor with registration number
nomor registrasi AP.1130. Beliau telah bekerja untuk AP.1130. He has worked for KAP Tanudiredja, Wibisana,
KAP Tanudiredja, Wibisana, Rintis & Rekan dan tidak Rintis & Partners and has no affiliation with Garuda Indonesia
memiliki hubungan afiliasi dengan pemegang saham, shareholders, the Board of Commissioners and Directors.
Dewan Komisaris, dan Direksi Garuda Indonesia.
KANTOR AKUNTAN PUBLIK, NAMA AKUNTAN PUBLIC ACCOUNTANT OFFICE, ACCOUNTANT

DAN FEE PERIODE 5 TAHUN TERAKHIR AND FEE NAME OF THE LAST 5 YEARS
Tabel Kantor Akuntan Publik, Nama Akuntan, Fee dan Izin KAP Periode 5 Tahun Terakhir
Table of Public Accountant Firm (KAP), Accountant Name, Fee and KAP License for the Last 5 Years
Nama Akuntan (Partner
Tahun Kantor Akuntan Publik Periode KAP Penanggung Jawab) Periode Akuntan Fee Jasa Audit
Year Public accounting firm Period Accountant Name Period Audit Services Fee
(Responsible Partner)
Tanudiredja, Wibisana,
Rintis & Rekan (Member of Periode ke 1 Periode ke 1
2019 Daniel Kohar Rp6.945.000.000
PricewaterhouseCoopers First period First period
International Limited)
Tanubrata Sutanto Fahmi
Periode ke 1 Periode ke 1
2018 Bambang & Rekan (Member of Kasner Sirumapea Rp4.922.000.000
First period First period
BDO Internatinal Limited)
Satrio Bing Eny & Rekan
2017 (Member of Deloitte Touche Ali Hery Rp5.573.650.000
Third period First period
Tohmatsu Limited)
Satrio Bing Eny & Rekan
(Member of Deloitte Touche
Tohmatsu Limited) formerly Periode ke 2 Periode ke 1
2016 Henri Arifian Rp5.250.000.000
Osman Bing Satrio & Eny Second period First period
(Member of Deloitte Touche
Tohmatsu Limited)
Osman Bing Satrio & Eny
2015 (Member of Deloitte Touche Muhammad Irfan Rp4.559.400.000
First period First period
Tohmatsu Limited)

JASA LAIN YANG DIBERIKAN AKUNTAN OTHER SERVICES THAT ACCOUNTANT IS

PROVIDED
Pada tahun 2019, Akuntan tidak memberikan jasa lain selain In 2019, the Accountant will not provide other services other than
audit atas Laporan Keuangan Konsolidasian bagi Perseroan. auditing the Consolidated Financial Statements for the Company.
MANAJEMEN RISIKO RISK MANAGEMENT

Industri penerbangan merupakan salah satu industri padat The aviation industry is one of the capital-intensive industries
modal dan rentan terhadap faktor-faktor eksternal seperti and is vulnerable to external factors such as macroeconomic
kondisi makroekonomi, fluktuasi harga bahan bakar serta conditions, fluctuations in fuel prices and foreign currencies,
mata uang asing, dan tingkat kompetisi yang tinggi. Selain and high levels of competition. In addition to external factors,
faktor eksternal, Perseroan juga menghadapi tantangan the company also faces internal challenges, especially in
dari sisi internal khususnya dalam menjaga keamanan maintaining the security and safety of aviation operations,
dan keselamatan operasional penerbangan, kemampuan the organization’s ability to adapt to changing external
organisasi untuk beradaptasi dengan perubahan kondisi conditions and financial management.
eksternal dan pengelolaan keuangan.
Adanya karakteristik tersebut menunjukkan bahwa Perseroan The existence of these characteristics shows that companies
membutuhkan manajemen risiko yang sistematis untuk need systematic risk management to identify, assess and
mengidentifikasi, menilai dan mengelola risiko. Dengan manage risk. With the implementation of risk management
adanya implementasi manajemen risiko di setiap bagian in every part of the company, it is expected that risks can
Perseroan, maka diharapkan risiko-risiko dapat dikelola be managed and controlled effectively and efficiently so as
dan dikendalikan secara efektif dan efisien agar tidak not to interfere in achieving the company’s performance
mengganggu dalam pencapaian kinerja dan target Perseroan. and targets.
SISTEM MANAJEMEN RISIKO RISK MANAGEMENT SYSTEM

Proses ERM adalah pendekatan sistematis untuk mengelola The ERM process is a systematic approach to managing
risiko di Perseroan. Proses ERM memungkinkan perusahaan risk in the Company. The ERM process allows companies
untuk mengidentifikasi risiko dari setiap Unit Kerja. Selain itu, to identify risks from each Work Unit. In addition, the ERM
proses ERM memungkinkan Perseroan untuk mengidentifikasi process allows the Company to identify the risks inherent
risiko yang terdapat di dalam bisnis strategisnya. Ini in its strategic business. This allows ERM to align the risks
memungkinkan ERM untuk menyelaraskan risiko yang identified from the bottom-up and top-down approaches.
diidentifikasi dari pendekatan bottom-up dan top-down.
Proses ERM harus membantu Garuda Indonesia untuk The ERM process must help Garuda Indonesia manage
mengelola ketidakpastian, oleh karena itu Garuda Indonesia uncertainty, therefore Garuda Indonesia can be more effective
bisa lebih efektif dalam meminimalkan ancaman dan in minimizing threats and maximizing Garuda Indonesia’s
memaksimalkan tujuan bisnis Garuda Indonesia. business objectives.
Sebelum melakukan proses ERM, Unit ERM Garuda Before conducting the ERM process, the Garuda Indonesia
Indonesia bersama dengan Unit lainnya harus menyusun Risk ERM Unit together with other Units must prepare a Risk
Assessment Criteria Matrix (RACM) yang akan digunakan Assessment Criteria Matrix (RACM) which will be used
untuk proses penilaian risiko. Proses pengembangan RACM for the risk assessment process. The RACM development
harus dipisahkan dari proses ERM karena RACM hanya akan process must be separated from the ERM process because
diperbarui jika dianggap perlu sementara proses ERM harus the RACM will only be updated if deemed necessary while
dilakukan setiap tahun. the ERM process must be carried out annually.
Proses ERM yang konsisten akan membantu Garuda The consistent ERM process will help Garuda Indonesia to:
Indonesia untuk:
1. Identifikasi semua risiko yang ada di Garuda Indonesia; 1. Identification of all risks that exist in Garuda Indonesia;
2. Menilai dan memprioritaskan risiko signifikan yang 2. Assessing and prioritizing significant risks that could
dapat menghambat tujuan strategis Garuda Indonesia; hamper Garuda Indonesia’s strategic objectives;
3. Mengatasi risiko signifikan dengan cara yang efektif 3. Overcome significant risks in an effective and efficient
dan efisien; manner;
4. Memantau risiko dan kegiatan manajemen risiko yang 4. Monitor risk and relevant risk management activities
relevan secara berkelanjutan. on an ongoing basis.

Proses ERM di Garuda Indonesia terdiri dari empat langkah The ERM process at Garuda Indonesia consists of four
utama: main steps:
Monitoring dan
Pelaporan risiko
Risk monitoring and
report
Perlakuan
Risiko
Risk
Identification Identifikasi risiko
Risk treatment
Penilaian risiko
Risk assessment
Empat langkah utama tersebut dapat dibagi menjadi dua The four main steps can be divided into two main processes,
proses utama yaitu: namely:
1. Proses Penilaian Risiko Perseroan (ERA) mengidentifikasi 1. The Company Risk Assessment Process (ERA) identifies
dan menilai risiko yang mungkin menghambat Tujuan and assesses risks that might hamper Garuda Indonesia
Bisnis Garuda Indonesia. Business Goals.
Identifikasi risiko adalah proses untuk mengidentifikasi Risk identification is the process of identifying risks or
risiko atau “apa yang bisa salah” seperti potensi “what could be wrong” such as the potential threat of
ancaman suatu peristiwa atau tindakan yang akan an event or action that will adversely affect Garuda
berdampak buruk bagi Garuda Indonesia dalam Indonesia in achieving its strategies and objectives.
mencapai strategi dan tujuannya.
Identifikasi risiko di Garuda Indonesia dapat dilakukan Risk identification in Garuda Indonesia can be done
melalui: through:
• Identifikasi risiko bisnis strategis: Identifikasi • Identification of strategic business risks: Risk
risiko dilakukan selama pengembangan program identification is carried out during the development
strategis, untuk mengenali potensi risiko strategis of strategic programs, to identify potential
yang mungkin timbul dan menghambat program strategic risks that may arise and hinder Garuda
strategis Garuda Indonesia. Identifikasi risiko Indonesia’s strategic programs. Identifying
bisnis strategis pada program strategis dapat strategic business risks in strategic programs
memberikan rekomendasi untuk membantu can provide recommendations to assist Garuda
manajemen Garuda Indonesia dalam menyetujui Indonesia management in approving strategic
program strategis (“go” atau “no-go”). programs (“go” or “no-go”).
• Routine risk identification: Risk identification • Routine risk identification: Risk identification
is conducted during the annual planning cycle is carried out during the annual planning cycle
(during development of Corporate Long Term (during the development of Corporate Long Term
Planning (Rencana Jangka Panjang Perusahaan Planning (RJPP) and / or Annual Operational
(RJPP) and/ or Annual Operational Planning Planning (RKAP).
(Rencana Kerja dan Anggaran Perusahaan (RKAP)).
Proses penilaian risiko akan menghasilkan tingkat The risk assessment process will produce risk exposure levels
eksposur risiko dari setiap risiko yang diidentifikasi for each identified risk (ie impact x likelihood) which will

(yaitu dampak x kemungkinan) yang akan diplot pada be plotted on the risk map and used as a basis for Garuda
peta risiko dan digunakan sebagai dasar bagi Garuda Indonesia in prioritizing risks.
Indonesia dalam memprioritaskan risiko.
2. Perlakuan dan Pemantauan Risiko (memperlakukan 2. Risk Treatment and Monitoring (treating and monitoring
dan memantau risiko signifikan yang diidentifikasi significant risks identified in the ERA Process).
dalam Proses ERA).
Proses perlakuan risiko akan memastikan bahwa risiko The risk treatment process will ensure that the risk has been
telah ditangani oleh pemilik risiko dan hasil perlakuan handled by the risk owner and the results of the treatment
konsisten dengan kapasitas risiko Garuda Indonesia, are consistent with Garuda Indonesia’s risk capacity, risk
appetite risiko, dan toleransi risiko. Proses pemantauan appetite, and risk tolerance. The risk monitoring process will
risiko akan membentuk mekanisme pelaporan risiko establish a risk reporting mechanism to senior management
kepada manajemen senior dan Direksi sehingga and the Board of Directors so that significant risks (risks that
risiko yang signifikan (risiko yang terus berulang dan continue to be recurrent and incidental) can be adequately
insidental) dapat secara memadai dan tepat waktu monitored and dealt with in a timely manner.
dipantau dan ditangani.
Untuk membantu Unit ERM dalam mengembangkan To assist the ERM Unit in developing risk statistics, the
statistik risiko, risiko yang diidentifikasi dikategorikan identified risks are categorized into five (5) main risk
ke dalam lima (5) kategori risiko utama, adalah sebagai categories, as follows:
berikut:
a. Risiko Keuangan a. Financial Risk
Risiko yang terkait dengan kondisi keuangan Risks related to a company’s financial condition are
Perseroan, biasanya dikategorikan lebih lanjut usually further categorized into market risk, liquidity
ke dalam risiko pasar, risiko likuiditas, dan risiko risk and partner risk.
rekanan.
b. Risiko Strategis b. Strategic Risk
Risiko yang terkait dengan pelanggan, pesaing The risks are related to customers, competitors and
dan investor dan secara fundamental melemahkan investors and fundamentally weakens the company’s
posisi kompetitif Perseroan. competitive position.
c. Risiko Kepatuhan c. Compliance Risk
Risiko kerugian akibat pelanggaran atau Risk of loss due to violations or non-compliance with
ketidaksesuaian dengan aturan, hukum, dan external and / or internal rules, laws and regulations.
peraturan eksternal dan/atau internal.
d. Risiko Operasional d. Operational Risk
Risiko kehilangan karena kegagalan kebijakan, Risk of loss due to failure of policies, processes, systems,
proses, sistem, orang dan karena peristiwa people and due to other external events.
eksternal lainnya.
e. Risiko Keselamatan dan Keamanan e. Safety and Security Risks
Risiko kerugian karena pelanggaran infrastruktur/ Risk of loss due to violations of infrastructure / safety
sistem keselamatan dan keamanan (misalnya, and security systems (eg policy violations, violations
Pelanggaran kebijakan, pelanggaran pengukuran of safety and security measures).
keselamatan dan keamanan).
Untuk membantu Pemilik Risiko memitigasi risiko yang To help Risk Owners mitigate identified risks more
diidentifikasi secara lebih efektif, penyebab risiko harus effectively, the causes of risks must be categorized.
dikategorikan. Penyebab risiko sering dikategorikan ke Causes of risk are often categorized into the following
dalam lima (5) kategori berikut: five (5) categories:
a. Tenaga kerja, ini adalah penyebab risiko yang timbul a. Labor, this is the cause of risks arising from internal
dari faktor internal yang berkaitan dengan sumber factors related to human resources, some examples are:
daya manusia, beberapa contoh adalah:
• Kurangnya jumlah karyawan; • Lack of employees;
• Kurangnya kemampuan karyawan; • Lack of employee ability;
• Pengembangan karyawan yang tidak memadai; • Inadequate employee development;

• Pelanggaran etika karyawan (misalnya, Penipuan, • Employee ethics violations (eg fraud, non-
ketidakpatuhan terhadap kode etik Perseroan), dll. compliance with the company code of ethics), etc.
b. Bahan/bahan baku, bahan habis pakai atau informasi, b. Materials / raw materials, consumables or information,
ini adalah penyebab risiko yang timbul dari kualitas these are the causes of risks arising from the quality of
bahan baku (berwujud atau tidak berwujud), beberapa raw materials (tangible or intangible), some examples
contoh adalah: are:
• Jumlah inventaris penerbangan yang tidak • Insufficient inventory of flights;
mencukupi;
• Kekurangan bahan baku, dll. • Lack of raw materials, etc.
c. Metode/kebijakan, proses dan prosedur, ini adalah c. Methods / policies, processes and procedures, these are
penyebab risiko yang timbul dari faktor internal the causes of risks arising from internal factors relating
sehubungan dengan kebijakan, prosedur, dan proses to company policies, procedures and processes, some
Perseroan, beberapa contohnya adalah: examples of which are:
• Kurangnya koordinasi antar personel; • Lack of coordination between personnel;
• Tidak jelas atau tidak adanya kebijakan dan • Unclear or non-existent formal policies and
prosedur formal; procedures;
• Proses tidak mematuhi kebijakan dan prosedur • The process does not comply with established
yang ditetapkan; policies and procedures;
• Pemisahan tugas yang tidak jelas dan proses • Unclear separation of tasks and lengthy
birokrasi yang panjang; bureaucratic processes;
• Kurangnya pengawasan / kontrol, dll. • Lack of supervision / control, etc.
d. Mesin/sistem dan teknologi, ini adalah penyebab risiko d. Machines / systems and technology, these are the
yang timbul dari faktor internal sehubungan dengan causes of risks arising from internal factors relating
adopsi/penerapan teknologi, beberapa contoh adalah: to the adoption / application of technology, some
• Sistem dan teknologi pendukung yang ketinggalan examples are:
zaman. • Outdated support systems and technologies.
• Kurangnya perencanaan darurat jika terjadi • Lack of emergency planning in the event of a
gangguan sistem. system outage.
• Kegagalan peralatan, dll. • Equipment failure, etc.
e. Bencana alam/peristiwa eksternal. ini adalah penyebab e. Natural disasters / external events. these are the causes
risiko yang timbul dari faktor eksternal, beberapa of risks arising from external factors, some examples are:
contoh adalah:
• Bencana alam (misalnya, Gempa bumi, banjir, • Natural disasters (eg earthquakes, floods, fires,
kebakaran, dll.); etc.);
• Kekurangan pasokan bahan bakar; • Fuel supply shortages;
• Demonstrasi dari pihak luar; • Demonstrations from outside parties;
• Perubahan peraturan pemerintah; • Changes in government regulations;
• Faktor ekonomi global (misalnya, Nilai tukar mata • Global economic factors (eg foreign exchange
uang asing atau suku bunga). rates or interest rates).
Berbagai opsi umum dalam perawatan risiko/Rencana Common options for risk treatment / Action Plans include:
Tindakan meliputi:
Perlakuan Risiko Risk Treatment

• Menerima Risiko • Accept Risk
Mempertahankan risiko pada level saat ini dengan tidak Maintain risk at the current level by not taking further
mengambil tindakan lebih lanjut. Opsi ini biasanya action. This option is usually chosen for certain risks that
dipilih untuk risiko tertentu yang dianggap tidak are considered insignificant or have low significance
signifikan atau memiliki signifikansi rendah bagi for the company.
Perseroan.
• Memindahkan Risiko • Transfer of Risk
Menyerahkan/mengalihkan risiko ke pihak ketiga yang Transfer / transfer risk to an independent third party
independen (misal Perusahaan asuransi) dengan biaya (eg insurance company) at a reasonable economic cost
ekonomi yang wajar berdasarkan pengaturan yang based on legally enforceable arrangements.
dapat ditegakkan secara hukum.

• Menghindari Risiko • Avoiding Risk

Menghindari eksposur terhadap peristiwa risiko yang Avoiding exposure to risk events that may occur in
mungkin terjadi di masa depan. Opsi ini dapat dipilih the future. This option can be chosen for risks with an
untuk risiko dengan tingkat risiko keseluruhan yang overall risk level that cannot be tolerated or accepted by
tidak dapat ditoleransi atau diterima oleh Perseroan the company because it will have a significant impact.
karena akan memiliki dampak signifikan.
• Mengurangi Risiko • Reducing Risk
Strategi untuk mengambil tindakan yang dapat Strategies for taking actions that can reduce risk to an
menurunkan risiko ke tingkat yang dapat diterima acceptable level by focusing on reducing the likelihood
dengan berfokus pada pengurangan kemungkinan and level of impact (e.g. Reducing current risks by
dan tingkat dampak (misal Mengurangi risiko saat implementing additional controls or improving existing
ini dengan menerapkan kontrol tambahan atau controls and / or processes).
meningkatkan kontrol dan/atau proses yang ada).
Mekanisme pengelolaan risiko menggunakan ERM proses The risk management mechanism using ERM processes is
dilakukan secara rutin dan berkelanjutan. Keseluruhan carried out routinely and continuously. The entire process
proses tersebut juga terintegrasi dengan corporate strategy is also integrated with the corporate strategy and is carried
dan dilakukan baik melalui pendekatan top-down maupun out through both a top-down and bottom-up approach
bottom-up serta dilakukan oleh seluruh anak perusahaan and is carried out by all of its subsidiaries. This is to ensure
yang dimiliki. Hal tersebut untuk memastikan bahwa that all potential risks that can hinder the achievement of
seluruh potensi risiko yang dapat menghambat pencapaian performance and company targets have been identified,
kinerja dan target Perseroan telah teridentifikasi, dinilai assessed and handled properly.
dan ditangani dengan baik.
Hasil dari ERM proses berupa Corporate Risk Profile (CRP). The results of the ERM process are in the form of a Corporate
Secara rutin Perseroan melakukan pemantauan terhadap Risk Profile (CRP). The company routinely monitors the
Corporate Risk Profile (CRP) dan melaporkannya kepada Corporate Risk Profile (CRP) and reports it to the company’s
stakeholders perusahaan. stakeholders.
PROFIL RISIKO DAN UPAYA RISK PROFILES AND THE MANAGEMENT

PENGELOLAANNYA EFFORTS
Besarnya peluang ketidakpastian yang mungkin dihadapi The large uncertainty opportunities that may be faced by the
oleh Perseroan telah mendorong manajemen untuk company has encouraged management to make efforts to
melakukan upaya pengelolaan dan pengendalian atas manage and control the main risks that have been identified
risiko-risiko utama yang telah diidentifikasi sepanjang during 2019, including the following:
tahun 2019, diantaranya sebagai berikut:
1. Tekanan dalam menghadapi faktor ekonomi 1. Pressure in dealing with economic factors
Dalam industri penerbangan, faktor makroekonomi In the aviation industry, macroeconomic factors affect
mempengaruhi produksi dan berdampak pada keuangan production and impact on corporate finance. These
Perseroan. Faktor ekonomi tersebut berupa fluktuasi economic factors are in the form of fluctuations in
harga bahan bakar pesawat, fluktuasi nilai tukar rupiah aircraft fuel prices, fluctuations in the rupiah exchange
dan kenaikan suku bunga pinjaman. Pergerakan pada rate and an increase in lending rates. Movements
tiga faktor tersebut diluar kendali Perseroan dan sangat on these three factors are beyond the control of the
dipengaruhi oleh isu geopolitik serta penawaran dan company and are strongly influenced by geopolitical
permintaan. Dampak keuangan yang terjadi cukup issues and supply and demand. The financial impact
signifikan mengingat kontribusi biaya fuel yang cukup that occurred was quite significant considering the
besar. Mayoritas penerimaan Perseroan diperoleh dalam significant contribution of fuel costs. The majority
mata uang rupiah sedangkan pengeluaran Perseroan of company revenues are obtained in rupiah while
menggunakan mata uang asing. corporate expenses are in foreign currencies.
Dengan penuh prinsip kehati-hatian Perseroan telah With full prudential principles, the company has carried
melakukan pengelolaan risiko melalui mekanisme out risk management through a hedging mechanism
lindung nilai (hedging) terhadap bahan bakar pesawat against aircraft fuel and changes in foreign currency
dan pergerakan perubahan mata uang asing. movements.

2. Tingginya tingkat persaingan 2. High level of competition

Peningkatan kapasitas hingga tahun 2025 di area Increased capacity until 2025 in the Asia Pacific area
Asia Pasifik menjadikan tekanan tersendiri bagi puts pressure on the company to compete with other
Perseroan untuk berkompetisi dengan kompetitor competitors. Improper capacity management will affect
lainnya. Pengelolaan kapasitas yang kurang tepat production costs. This condition will get worse if it is
akan berpengaruh terhadap biaya produksi. Kondisi not matched with production that is in accordance
tersebut akan bertambah berat apabila tidak diimbangi with market needs, thus giving additional pressure
dengan produksi yang sesuai dengan kebutuhan pasar to the company’s revenue. To minimize the impact
sehingga memberikan tambahan tekanan kepada of these risks, the company comprehensively carries
pendapatan Perseroan. Untuk meminimalisir dampak out production planning based on market needs,
dari risiko tersebut Perseroan secara komprehensif conducts periodic evaluations of ongoing production
melakukan perencanaan produksi yang didasarkan and restructures existing routes.
kepada kebutuhan pasar, melakukan evaluasi secara
periodik untuk produksi yang sedang berjalan serta
melakukan restrukturisasi rute-rute yang ada.
3. Tantangan dalam pemenuhan crew strength 3. Challenges in fulfilling crew strength
Standar kualifikasi crew yang dimiliki perusahaan serta Crew qualification standards owned by the company
peningkatan jumlah armada menjadi suatu tantangan and increasing the number of fleets is a challenge
dalam melakukan perencanaan pemenuhan crew in planning crew fulfillment. However, the number
strength. Namun, dengan jumlah armada yang saat of fleets currently owned by the company has not
ini dimiliki Perseroan tidak mengalami perubahan changed compared to the previous year so it does not
dibandingkan dengan tahun sebelumnya sehingga have a significant impact on the fulfillment of existing
tidak berdampak signifikan terhadap pemenuhan crew crew strength. The company is currently focused on
strength yang ada. Perseroan saat ini fokus terhadap developing the quality and utilization of existing crews.
pengembangan kualitas dan utilisasi crew yang ada.
4. Tingginya tekanan likuiditas 4. High liquidity pressure
Tidak tercapainya target perencanaan terkait Failure to achieve planning targets related to cash
dengan arus kas masuk dan arus kas keluar dapat inflows and outflows can result in disruption to the
mengakibatkan adanya gangguan terhadap pembiayaan financing of the company’s operational activities. This
kegiatan operasional Perseroan. Hal tersebut bisa can be caused by sales that do not reach the target,
disebabkan oleh penjualan yang tidak mencapai target, there are significant unplanned expenses. This condition
adanya pengeluaran signifikan yang tidak direncanakan. can also hamper the fulfillment of payments to third
Kondisi tersebut juga dapat menghambat pemenuhan parties. The company is carrying out initiatives that
pembayaran kepada pihak ketiga. Adapun Perseroan can produce efficiencies both from the operational
melakukan inisiatif-inisiatif yang dapat menghasilkan and other sides.
efisiensi baik dari sisi operasional maupun dari sisi
lainnya.
EVALUASI PELAKSANAAN MANAJEMEN EVALUATION OF IMPLEMENTATION OF RISK

RISIKO MANAGEMENT
Untuk mendukung pencapaian tujuan Perseroan melalui To support the achievement of the Company’s goals
implementasi ERM yang semakin baik ke depan, dilakukan through the better implementation of ERM going forward,
evaluasi atas implementasi ERM di setiap tahunnya. Evaluasi an evaluation of ERM implementation is carried out
tersebut mencakup beberapa area, yaitu governance every year. The evaluation covers several areas, namely
and organization, risk management strategy, risk governance and organization, risk management strategy, risk
management activity, reporting and communication, management activities, reporting and communication, tools
tools and technology serta culture and capabilities. Hasil and technology as well as culture and capabilities. The results
dari evaluasi tersebut berupa nilai yang disebut dengan of the evaluation in the form of a value called Enterprise
Enterprise Risk Management (ERM) Maturity. Perbaikan Risk Management (ERM) Maturity. The improvement in
dari area tersebut diharapkan dapat meningkatkan tingkat these areas is expected to increase the maturity level of
maturitas implementasi manajemen risiko. Hasil evaluasi risk management implementation. The results of the 2019
atas Enterprise Risk Management (ERM) Maturity 2019 Enterprise Risk Management (ERM) Maturity evaluation are
adalah peningkatan IT Infrastruktur seperti ERM Portal improvements to IT Infrastructure such as the ERM Portal

yang dapat diakses seluruh Risk Owner dan benchmarking that can be accessed by all Risk Owners and benchmarking
terkait implementasi ERM di dunia industri penerbangan. related to the implementation of ERM in the aviation industry.
SISTEM PENGENDALIAN INTERNAL INTERNAL CONTROL SYSTEM

Sesuai dengan pasal 26 Peraturan Menteri Negara Badan In accordance with article 26 of the Regulation of the Minister
Usaha Milik Negara No. PER-09/MBU/2012 tanggal 24 of State Owned Enterprises No. PER-09 / MBU / 2012 dated
Agustus 2012 perihal Penerapan Praktik Good Corporate August 24, 2012 concerning the Implementation of Good
Governance pada BUMN, Sistem Pengendalian Internal Corporate Governance Practices in SOEs, the Internal Control
dirancang untuk menunjang organ Komite Audit, Unit System is designed to support the Audit Committee, Internal
Internal Audit, dan Auditor Eksternal dalam pelaksanaan Audit Unit, and External Auditor in carrying out the oversight
fungsi pengawasan aktivitas dan pengelolaan Perseroan. function of the Company’s activities and management.
Pembentukan Sistem Pengendalian Internal juga The establishment of the Internal Control System is also
dimaksudkan untuk mewujudkan komitmen Perseroan intended to realize the Company’s commitment as a good
sebagai warga perusahaan yang baik yang tunduk dan corporate citizen who is subject to and complies with the
patuh terhadap prinsip penerapan Tata Kelola Perusahaan principles of implementing Good Corporate Governance.
yang Baik. Upaya pengendalian internal ini secara khusus This internal control effort is specifically applied in important
diterapkan dalam aspek-aspek penting, seperti aspek aspects, such as operational, financial, HR, and also
operasional, keuangan, SDM, dan juga kepatuhan terhadap compliance with legislation. In addition, the internal control
perundang-undangan. Selain itu, sistem pengendalian system is also intended to reduce potential business risks
internal juga dimaksudkan untuk menekan potensi risiko as well as practices of business ethics that have a negative
usaha mau pun praktik penyimpangan etika bisnis yang impact on the Company’s performance.
berdampak negatif pada kinerja Perseroan.
SISTEM PENGENDALIAN INTERNAL COMPANY INTERNAL CONTROL SYSTEM

PERSEROAN
Dalam pelaksanaannya, fungsi pengendalian internal harus In its implementation, the internal control function must
selalu memperhatikan kepentingan-kepentingan Perseroan, always pay attention to the interests of the Company,
Pemegang Saham, dan Pemangku Kepentingan sesuai Shareholders and Stakeholders in accordance with the
dengan kerangka yang digariskan dalam visi, misi dan framework outlined in the vision, mission and objectives
tujuan Perseroan. of the Company.
Pengawasan dan pengendalian internal pada tingkat Dewan Oversight and internal control at the Board of Commissioners
Komisaris dibantu oleh Komite Audit. Fungsi pengawasan level are assisted by the Audit Committee. The oversight and
dan pengendalian juga mencakup fungsi yang melekat pada control functions also include functions that are inherent in
setiap unit bisnis termasuk unit-unit pendukung (embedded every business unit, including supporting units (embedded
internal control), Unit Internal Audit dan Manajemen Risiko. internal control), Internal Audit Unit and Risk Management.
Pengendalian internal adalah suatu proses yang melibatkan Internal control is a process that involves all personnel in
seluruh personil yang ada dalam organisasi mulai dari Dewan the organization ranging from the Board of Commissioners,
Komisaris, Direksi, manajemen, sampai dengan karyawan Directors, management, to lower level employees. Internal
tingkat bawah. Pengendalian internal dirancang untuk controls are designed to provide reasonable assurance in
memberikan keyakinan yang memadai (reasonable assurance) order to achieve the Company’s objectives, which include;
dalam rangka mencapai tujuan Perseroan, yaitu mencakup;
• efektivitas dan efisiensi operasi; • effectiveness and efficiency of operations;
• keandalan pelaporan keuangan; dan • reliability of financial reporting; and
• kepatuhan terhadap hukum, peraturan perundangan, • Compliance with laws, regulations and applicable
dan ketentuan yang berlaku. regulations.
KESESUAIAN DENGAN COSO CONFORMITY WITH COSO

Secara umum, sistem pengendalian internal bukanlah suatu In general, an internal control system is not an added
aktivitas yang ditambahkan dalam proses manajemen, activity in the management process, but is an inseparable
tetapi merupakan bagian yang tak terpisahkan dalam proses part of the process. Five components that support the
tersebut. Lima komponen yang menunjang efektivitas effectiveness of internal control in accordance with the
pengendalian internal sesuai dengan kerangka COSO yaitu: COSO framework are:

1. Lingkungan pengendalian internal (internal control 1. Internal control environment

environment)
Keseluruhan tindakan, kebijakan, dan prosedur yang All actions, policies and procedures that reflect the
merefleksikan seluruh sikap Manajemen Eksekutif, entire attitude of the Executive Management, the Board
Dewan Komisaris, dan Pemilik Entitas. of Commissioners, and the Entity Owner.
2. Penilaian risiko (risk assessment) 2. Risk assessment
Identifikasi dan analisis organisasi terhadap risiko umum The organization’s identification and analysis of
dan risiko bawaan yang relevan dalam pencapaian general risks and default risks relevant to achieving
tujuannya. its objectives.
3. Aktivitas pengendalian (control activities) 3. Control activities
Kebijakan dan prosedur yang membantu manajemen Policies and procedures that help management ensure
dalam menjamin bahwa arahannya dilaksanakan untuk that direction is implemented to deal with risk
menghadapi risiko.
4. Informasi dan komunikasi (information and 4. information and communication
communication)
Informasi meliputi pemilihan sistem informasi yang Information includes the selection of relevant
relevan dan kualitas informasi yang dihasilkan. information systems and the quality of information
Sedangkan komunikasi mencakup pemahaman peran produced. Whereas communication includes
dan tanggung jawab individual berkenaan dengan understanding individual roles and responsibilities
pengendalian internal. with regard to internal control.
5. Pemantauan (monitoring) 5. Monitoring
Mencakup evaluasi berkelanjutan, evaluasi terpisah, Includes ongoing evaluations, separate evaluations,
atau kombinasi dari keduanya, bertujuan untuk or a combination of the two, aiming to ensure that
memastikan tiap-tiap komponen pengendalian internal each component of internal control is present and
ada dan berfungsi sebagaimana mestinya. functioning as it should.
Dengan prinsip utamanya sebagai berikut; With the main principles as follows:
a. Evaluasi berkelanjutan dan/atau terpisah a. Continuous and / or separate evaluation
b. Mengevaluasi dan melaporkan setiap kekurangan b. Evaluate and report any deficiencies
EVALUASI PELAKSANAAN SISTEM EVALUATION OF INTERNAL CONTROL SYSTEM

PENGENDALIAN INTERNAL IMPLEMENTATION
Pada tahun 2019, Perseroan telah melakukan evaluasi In 2019, the Company has evaluated the implementation
terhadap pelaksanaan efektifitas pengendalian intern of the effectiveness of internal control at the company and
pada tingkat Perseroan dan operasional dengan penjelasan operational level with the following explanation:
sebagai berikut:
1. Perseroan telah melaksanakan penegakan integritas 1. The Company has implemented integrity enforcement
(pakta integritas), penerapan nilai-nilai budaya (integrity pact), the application of corporate cultural
Perseroan dan Etika Bisnis & Etika Kerja; values and Business Ethics & Work Ethics;
2. Pembentukan struktur organisasi beserta penjabarannya 2. Formation of organizational structure and its description
disesuaikan dengan kebutuhan Perseroan; adjusted to the needs of the Company;
3. Adanya pembagian tugas dan wewenang pada tingkat 3. The division of tasks and authority at the Board of
Direksi, unsur pelaksana, unsur pendukung, dan Directors level, implementing elements, supporting
Strategi Bisnis Unit termasuk implementasi standard elements, and Business Unit Strategy including the
operating procedure (SOP) pada setiap proses bisnis implementation of standard operating procedures
Perseroan; (SOP) in each of the Company’s business processes;
4. Perseroan telah menetapkan sistem Manajemen Kinerja 4. The Company has established a Performance
dengan menetapkan KPI Perseroan (Corporate), KPI Management system by establishing corporate KPIs,
unit kerja, dan KPI individu; work unit KPIs, and individual KPIs;
5. Perseroan telah mengimplementasikan ERM; 5. The Company has implemented ERM;
6. Penggunaan sistem Teknologi Informasi untuk menunjang 6. Use of Information Technology systems to support
kegiatan operasional Perseroan. Perseroan juga telah the Company’s operational activities. The Company
memiliki Policy terkait IT diantaranya IT Governance; also has IT-related policies including IT Governance;
7. Perseroan telah menjalankan sistim keterbukaan informasi 7. The company has implemented a system of information
kepada pelanggan maupun karyawan diantaranya melalui disclosure to customers and employees including
Sistem Pelaporan Pelanggaran (Whistleblowing System/ through the Violation Reporting System (Whistleblowing
WBS) dan pelaporan Gratifikasi; System / WBS) and reporting of Gratuities;

8. Pelaksanakan Perjanjian Kerja Bersama (PKB); 8. Implementing Collective Labor Agreements (PKB);
9. Rekrutmen karyawan dilakukan secara online dan 9. Recruitment of employees is done online and involves
melibatkan konsultan independen; an independent consultant;
10. Komunikasi terhadap kebijakan Perseroan disampaikan 10. Communication on the Company’s policies is conveyed
melalui web intranet, secara tertulis, secara langsung through the intranet web, in writing, directly through
melalui pimpinan dan juga melalui pedoman tata tertib the leadership and also through work order guidelines.
kerja. Sedangkan komunikasi bagi pihak eksternal, Whereas communication for external parties, such as
seperti pengaduan dan lainnya, melalui web yang complaints and others, through the web provided by
disediakan Perseroan; the Company;
11. Pemantauan dan evaluasi terhadap efektifitas 11. Monitoring and evaluation of the effectiveness of the
pelaksanaan pengendalian internal dilakukan baik implementation of internal control is carried out both
pada tingkat Komisaris, Direksi, Pimpinan dan unit at the level of Commissioners, Directors, Leaders and
pelaksanaan. implementation units.
Berdasarkan hasil pemeriksaan atas kegiatan operasional Based on the examination results of the Company’s
Perseroan sepanjang tahun 2019, diperoleh kesimpulan operational activities throughout 2019, it was concluded
bahwa sistem pengendalian internal Perseroan telah that the Company’s internal control system had been carried
dilakukan secara memadai dan konsisten. Perseroan out adequately and consistently. The Company views that
memandang bahwa sistem pengendalian internal secara the internal control system in general has been running well,
umum sudah berjalan dengan baik, efektif dan efisien, effectively and efficiently, but it still needs improvements
tetapi masih memerlukan perbaikan dan penyempurnaan and improvements in the system and policy aspects as
dalam aspek sistem maupun kebijakan seperti yang telah outlined in the audit report and recommendations made
dijabarkan dalam laporan hasil audit dan rekomendasi by the Internal Audit Unit during 2019.
yang dibuat oleh Unit Internal Audit selama tahun 2019.
Pada Program Kerja Audit tahun 2019, Unit Internal Audit In the 2019 Audit Work Program, the Internal Audit Unit
telah melaksanakan 9 (Sembilan) program pemeriksaan has conducted 9 (nine) audit programs and 67 (sixty seven)
dan 67 (enam puluh tujuh) pemeriksaan non program non-program audits (special examinations and reviews). In
(pemeriksaan khusus dan review). Dalam upaya evaluasi an effort to evaluate the effectiveness of internal control at
atas efektivitas pengendalian intern di tingkat operasional the operational and business process levels, each inspection
dan bisnis proses, pada setiap tujuan pemeriksaan objective includes the following activities:
mencantumkan aktivitas di antaranya sebagai berikut:
1. Memastikan bahwa penilaian risiko telah dilakukan secara 1. Ensuring that the risk assessment has been carried
memadai oleh unit bisnis untuk meminimalisir risiko; out adequately by the business unit to minimize risk;
2. Memastikan unit bisnis telah mengembangkan kegiatan 2. Ensuring that business units have developed general
pengendalian umum atas teknologi informasi yang control activities over the information technology used
digunakan untuk mendukung tercapainya tujuan; to support the achievement of objectives;
3. Memastikan bahwa unit bisnis menerapkan aktivitas 3. Ensuring that business units implement control activities
pengendalian pada setiap kebijakan dan prosedur in every policy and procedure that is made.
yang dibuat.
PERKARA PENTING IMPORTANT EVENT
Tabel Perkara Penting

Important Cases Table
Jumlah
Perkara Penting Number
No.
Important Case
Perdata Pidana Hubungan Industrial
Civil Punishment Industrial Relation
Telah Selesai (telah mempunyai

1. kekuatan hukum yang tetap) 11 - 29
Completed (has permanent legal force)
Dalam proses penyelesaian
2. 19 - 15
In progress
Total 30 - 44

PERKARA PENTING YANG DIHADAPI SIGNIFICANT CASES FACED BY THE COMPANY

PERUSAHAAN
Tabel Perkara Penting yang Dihadapi Perseroan
Important cases faced by the company table
Pengaruh Terhadap
Nilai Nominal Tuntutan Status Sanksi Administrasi
Pokok Perkara/Gugatan Kondisi Perusahaan
No Nominal Amount of Penyelesaian Administrative
Case Profile/Lawsuit Impact On Company
Claims Settlement Status Sanction
Conditions
1. Pada tanggal 17 Desember 2007, AUD 19,000,000 Proses hukum kasus ini di Pengadilan Federal Penting secara finansial -
Perusahaan telah menerima Notice beserta biaya hukum New South Wales, Australia, dimulai sejak berpotensi mempengaruhi
to Fursnish Information and Penggugat tanggal 22 Oktober 2012 sampai 15 Mei keuangan Perusahaan dan
Produce Document dari Australian 2013 dengan berbagai agenda termasuk brand image Perusahaan.
Competition and Commerce revisi klaim dari ACCC, pembelaan dari
Commission (“ACCC”) bersama Perusahaan, dan pengumpulan bukti
maskapai penerbangan internasional dan saksi. Sidang terakhir digelar pada
lain dalam penetapan harga Fuel tanggal 15 Mei 2013 dengan penyampaian
Surcharge Kargo kesimpulan dari masing-masing pihak
sebagai agenda.
Dalam sidang terakhir, Perusahaan

menyampaikan pembelaan berdasarkan
ketentuan dalam Aviation Law, International
Treaty Law melalui Air Service Agreement
(ASA) dan International Competition Law
yang terkait dengan pasar bersangkutan.
Pada tanggal 31 Oktober 2014, Pengadilan
Federal NSW Australia mengeluarkan
putusan perkara, yang menyatakan gugatan
ACCC terhadap Perusahaan ditolak. Atas
putusan tersebut, ACCC telah mengajukan
banding ke pengadilan Full Court Australia
tanggal 16 Desember 2014.
Pada tanggal 21 Maret 2016, Full Court

Australia menjatuhkan putusan yang
mengabulkan banding ACCC, sehingga
Perusahaan dan Air New Zealand dinyatakan
bersalah atas dugaan penetapan harga
yang dilakukan bersama dengan maskapai
lain. Putusan Full Court belum berkekuatan
hukum tetap, dan Perusahaan telah
menggunakan haknya untuk mengajukan
kasasi ke High Court Australia pada tanggal
13 Mei 2016. Pada 14 Juni 2017, High
Court of Australia menjatuhkan putusan
yang mengabulkan gugatan ACCC dan
menolak argumen kasasi Perusahaan.
Sehingga Perusahaan dan Air New Zealand
dinyatakan bersalah atas dugaan penetapan
harga yang dilakukan bersama dengan
maskapai lain. Adapun untuk jumlah
denda, akan ditentukan oleh Federal Court
Australia dalam proses persidangan. Pada
tanggal 30 Mei 2019 Federal Court of
Australia menjatuhkan putusan denda yang
menghukum Perusahaan untuk membayar
sebesar AUD 19.000.000 ke Pemerintah
Australia dan membayar biaya hukum yang
telah dikeluarkan oleh ACCC.
Pada tanggal 26 Juni 2019, Pengacara

Perusahaan telah mengajukan banding
atas Putusan Federal Court of Australia
tersebut. Perusahaan telah mengajukan
penundaan eksekusi putusan dan saat ini
belum melakukan pelaksanaan Putusan
Denda karena Putusan Denda tersebut masih
dalam proses banding. Pada 26 September
2019 ACCC mengajukan stay of appeal
ke Federal Court atas upaya banding yang
telah diajukan oleh Garuda pada 26 Juni
2019 dan saat ini belum diagendakan
jadwal persidangannya oleh Pengadilan.
Perusahaan juga telah berkoordinasi dengan
Kementerian Luar Negeri RI dan Kementerian
BUMN, dalam penanganan perkara ini.
Permasalahan ini juga sudah pernah
dibicarakan secara langsung oleh Presiden
RI dengan Perdana Menteri Australia pada
acara G20 di Jepang


Pengaruh Terhadap
Conditions
1. On December 17, 2007, the The legal process of this case in the Federal Financially significant -
Company received a Notice to Court of New South Wales, Australia, began which has the potential to
Fursnish Information and Produce from October 22, 2012 to May 15, 2013 influence the Company’s
Documents from the Australian with various agendas including revision finance and Company’s
Competition and Commerce of claims from the ACCC, defense of the brand image.
Commission (“ACCC”) together with Company, and collection of evidence and
other international airlines in setting witnesses. The last session was held on 15
Fuel Surcharge for Cargo. May 2013 with the conclusion of each party
as an agenda.
In the final session, the Company submitted

its defense based on the provisions in
Aviation Law, International Treaty Law
through the Air Service Agreement (ASA)
and International Competition Law related to
the relevant market. On October 31, 2014,
the Federal Court of NSW Australia issued
a case ruling, which stated the ACCC’s
lawsuit against the Company was rejected.
In response to the decision, the ACCC
appealed to the Full Court Australia court on
16 December 2014.
On March 21 2016, Full Court Australia

handed down a decision granting the
ACCC appeal, so that the Company and Air
New Zealand were found guilty of alleged
price fixing jointly with other airlines. The
decision of the Full Court has not been
legally enforceable, and the Company has
exercised its right to submit an appeal to the
High Court of Australia on 13 May 2016. On
14 June 2017, the High Court of Australia
issued a ruling that granted the ACCC’s
claim and rejected the Company’s cassation
argument. As a result, the Company and
Air New Zealand have been found guilty of
alleged price fixing conducted with other
airlines. As for the amount of the fine, it will
be determined by the Australian Federal
Court in the trial process. On 30 May 2019
the Federal Court of Australia issued a fine
which sentenced the Company to pay AUD
19,000,000 to the Australian Government
and pay the legal costs incurred by the
ACCC.
On June 26, 2019, the Company’s Lawyers

filed an appeal against the Federal Court
of Australia’s Decision. The company has
submitted a postponement of the execution
of the decision and currently has not carried
out the implementation of the Decision
because the Decision is still in the process of
appeal. On September 26, 2019 the ACCC
filed a stay of appeal to the Federal Court
for an appeal that had been submitted by
Garuda on June 26, 2019 and the Court
had not yet scheduled a trial schedule. The
company has also coordinated with the
Indonesian Ministry of Foreign Affairs and
the Ministry of SOEs, in handling this case.
This issue has also been discussed directly
by the President of Indonesia with the Prime
Minister of Australia at the G20 event in
Japan


Pengaruh Terhadap
Conditions
2. Pada tanggal 13 September 2018, Rp640.946.115.660,00 Saat ini kasus tersebut dalam proses di Penting apabila -
Perusahaan mengajukan gugatan Pengadilan Negeri Jakarta Pusat. Perusahaan berhasil
perdata kepada Rolls-Royce PLC memenangkan Perkara
dan Rolls-Royce Total Care Services dan akan menguntungkan
Limited untuk membatalkan Perusahaan.
perjanjian perawatan mesin pesawat
antara Perusahaan dan para
tergugat terkait dengan Putusan
Pengadilan Inggris No. U20170036
yang membuktikan para tergugat
melakukan perbuatan curang terkait
dengan perjanjian.
2. On September 13, 2018, the Rp640,946,115,660.00 At present the case is being processed by the It is important if the -
Company filed a civil suit against Central Jakarta District Court. company wins the case
Rolls-Royce PLC and Rolls-Royce and will benefit the
Total Care Services Limited to cancel company.
the aircraft engine maintenance
agreement between the Company
and the defendants in relation to
the Decision of the British Court
No. U20170036 which proves the
defendants committed fraudulent
acts related to the agreement.
Perkara Penting Dewan Komisaris dan Direksi yang Sedang Menjabat

Important Cases Which Faced by The Board of Commissioners And The Board of Directors Which Are Placing
Pokok Perkara/Gugatan Nilai Nominal Tuntutan Status Penyelesaian Pengaruh Terhadap Kondisi Perusahaan Sanksi Administrasi
Case Profile/Lawsuit Nominal Amount of Claims Settlement Status Impact On Company Conditions Administrative Sanction
Terdapat penyidikan yang dilakukan Sesuai Undang-Undang Sepengetahuan Terkait Brand Image, karena terdapat -
oleh Instansi terkait dalam hal terhadap Direktur yang Perusahaan, pemberitaan di media massa
in Direktorat Jenderal Bea & menjadi Tersangka diancam sampai dengan
Cukai, Kementerian Keuangan RI pidana penjara paling Laporan Keuangan
sehubungan dengan kejadian dugaan singkat 1 (satu) tahun dan ini disampaikan
penyelundupan barang impor dalam paling lama 10 (sepuluh) masih dalam
proses delivery Pesawat baru yang tahun dan/atau pidana proses penyidikan
melibatkan sebagian besar Direksi denda paling sedikit tindak pidana di
yang menjabat saat itu. Terkait kasus Rp50.000.000,- (lima puluh Direktorat Bea &
ini, tidak ditangani secara langsung juta rupiah) dan paling Cukai Kementerian
oleh Perseroan mengingat kasus ini banyak Rp5.000.000.000,- Keuangan RI
tidak berkaitan dengan kepentingan (lima miliar rupiah).
Perseroan.
There was an investigation conducted In accordance with the As far as the Related to Brand Image, because there is -
by the relevant agency in this matter Law against the Director Company knows, the news in the mass media
in the Directorate General of Customs who became a Suspect Financial Statements
and Excise, the Ministry of Finance was threatened with are submitted in
in connection with the alleged imprisonment at least 1 the process of
smuggling of imported goods in the (one) year and a maximum investigating criminal
delivery process of the new aircraft of 10 (ten) years and / offenses at the
which involved most of the Directors or a minimum fine of Rp. Ministry of Finance’s
in office at the time. Regarding this 50,000,000 (fifty) million Customs and Excise
case, it was not handled directly by rupiah) and a maximum of Directorate
the Company considering that this Rp 5,000,000,000
case was not related to the interests (five billion rupiah).
of the Company.
PERKARA PENTING YANG SEDANG DIHADAPI ANAK IMPORTANT CASES WHICH FACED BY THE
PERUSAHAAN COMPANY
1. Pada tanggal 11 dan 13 April 2016, BIP dan AWS, 1. On 11 and 13 April 2016, BIP and AWS, both subsidiary
keduanya entitas anak telah digugat H. Eddy Sofyan entities, were sued by H. Eddy Sofyan for ownership
atas kepemilikan tanah BIP yang berada di Belitung dan of BIP land in Belitung and requested the cancellation
meminta pembatalan sertifikat milik BIP di Belitung. of BIP’s certificate in Belitung.
2. Pada September 2019, PT Citilink Indonesia (anak 2. In September 2019, PT Citilink Indonesia (a
Perusahaan) bersama Perusahaan mendapatkan subsidiary) and the Company received Notification
Pemberitahuan Sidang Majelis Komisi II Pemeriksaan of the Commission II Assembly Session Preliminary
Pendahuluan Perkara No. 15/KPPU-I/2019 tentang Examination No. 15 / KPPU-I / 2019 concerning Alleged

Dugaan Pelanggaran Pasal 5 dan Pasal 11 UU No. Violations of Article 5 and Article 11 of Law No. 5
5 Tahun 1999 terkait Jasa Angkutan Udara Niaga of 1999 related to Scheduled Domestic Commerce
Berjadwal Penumpang Kelas Ekonomi Dalam Negeri Airport Transportation Services for Domestic Economy
(“Perkara No. 15”) dari Komisi Pengawas Persaingan Class (“Case No. 15”) of the Business Competition
Usaha (“KPPU”). Supervisory Commission (“KPPU”).
SANKSI ADMINISTRATIF DARI OTORITAS ADMINISTRATIVE SANCTIONS OF RELATED

TERKAIT AUTHORITIES
Sepanjang tahun 2019, Perseroan mendapatkan sanksi Throughout 2019, the Company received administrative
administratif dari Otoritas Pasar Modal sebagai berikut: sanctions from the Capital Market Authority as follows:
1. Bursa Efek Indonesia berupa Peringatan Tertulis III 1. Indonesia Stock Exchange in the form of a Written
dan Denda sebesar Rp250.000.000; Warning III and a fine of Rp. 250,000,000;
2. Otoritas Jasa Keuangan berupa denda sebagai berikut: 2. The Financial Services Authority in the form of fines
a. Denda sebesar Rp100.000.000,- kepada PT as follows:
Garuda Indonesia (Persero) Tbk; a. A fine of Rp 100,000,000, - to PT Garuda
b. Denda sebesar Rp100.000.000,- secara tanggung Indonesia (Persero) Tbk;
renteng kepada seluruh anggota Direksi dan b. A fine of Rp 100,000,000, jointly and severally
Dewan Komisaris PT Garuda Indonesia (Persero) to all members of the Directors and Board of
Tbk yang menandatangani Laporan Tahunan PT Commissioners of PT Garuda Indonesia (Persero)
Garuda Indonesia (Persero) Tbk periode tahun Tbk who signed the Annual Report of PT Garuda
2018; Indonesia (Persero) Tbk for the year 2018;
c. Denda masing-masing sebesar Rp100.000.000,- c. Fines of Rp100,000,000 each to all members of
kepada seluruh anggota Direksi PT Garuda the Directors of PT Garuda Indonesia (Persero) Tbk.
Indonesia (Persero) Tbk.
PEMBERIAN DANA KEGIATAN SOSIAL DAN/ FUNDING OF SOCIAL AND / OR POLITICAL

ATAU POLITIK ACTIVITIES
Uraian terkait dengan tanggung jawab sosial perusahaan Descriptions related to corporate social responsibility are
disampaikan pada bagian Tanggung Jawab Sosial Perusahaan presented in the Corporate Social Responsibility section
yang menjadi bagian yang tidak terpisahkan dalam Laporan which is an integral part of this Annual Report.
Tahunan ini.
Sedangkan untuk pemberian dana kegiatan politik, selama As for the granting of funds for political activities, during
tahun 2019 Garuda Indonesia tidak melakukan pemberian 2019 Garuda Indonesia did not provide funds for political
dana untuk kegiatan politik atau kepada partai politik. activities or to political parties.
AKSES INFORMASI DAN DATA ACCESS TO COMPANY’S INFORMATION

PERUSAHAAN AND DATA
Garuda Indonesia telah menerapkan prinsip keterbukaan Garuda Indonesia has applied the principle of openness by
dengan menyajikan informasi secara transparan melalui presenting information transparently through the Company’s
website Perseroan www.garuda-indonesia.com dalam 2 (dua) website www.garuda-indonesia.com in 2 (two) languages
bahasa yaitu Bahasa Indonesia dan Bahasa Inggris. Perseroan namely Indonesian and English. The Company has also
juga telah menyediakan akses informasi bagi para pemangku provided information access for stakeholders to obtain
kepentingan untuk mendapatkan informasi lebih lanjut melalui: further information through:

Mitra Piranti
Gedung Manajemen Garuda Indonesia, Lantai Dasar
Garuda City, Bandar Udara Internasional Soekarno-Hatta
Mitra.piranti@garuda-indonesia.com
Situs Web
customer@garuda-indonesia.com
Media Sosial
Twitter: @IndonesiaGaruda
Facebook: PT.GarudaIndonesia
Instagram: indonesia.garuda
YouTube Channel: Garuda Indonesia
LINE: Garuda Indonesia
Tanggung jawab komunikasi internal adalah memastikan The responsibility of internal communication is to ensure
pesan Manajemen tersampaikan kepada karyawan dan that Management’s message is delivered to employees and
optimalisasi media internal untuk kepentingan Perseroan, the optimization of internal media for the benefit of the
sehingga pemahaman karyawan dan produktivitas karyawan Company, so that employee understanding and employee
diharapkan akan meningkat. productivity is expected to increase.
Media komunikasi internal tersedia dalam berbagai format: Internal communication media are available in various formats:
1. Internal Portal “Tell Us About Us” 1. Internal Portal “Tell Us About Us”
Portal internal bersifat komunikasi dua arah yang Internal portal is a two-way communication that
mengandung unsur partisipatif dan keterlibatan contains elements of participatory and employee
karyawan; involvement;
2. E-mail Blast “Corporate Information” 2. E-mail Blast “Corporate Information”
Broadcast message melalui e-mail kepada seluruh Broadcast messages by e-mail to all employees of the
karyawan Perseroan berisi informasi terkait pesan Company contain information related to Management
Manajemen, pengumuman penting termasuk pada messages, important announcements including crisis
situasi krisis, peristiwa, program dan pencapaian situations, events, programs and achievements of the
Perseroan; Company;
3. Internal Magazine “View” 3. Internal “View” Magazine
Majalah khusus internal yang terbit secara periodik Internal periodicals that publish periodically contain
memuat artikel bersifat indepth, mengangkat ‘suara’ articles that are indepth, raise the ‘voice’ of employees,
karyawan, destinasi hingga artikel lepas yang destinations to freelance articles that add employee
menambah wawasan karyawan; insight;
4. Poster 4. Poster
Pesan visual yang ditempatkan di area kerja karyawan Visual messages that are placed in the work area of employees
dan dimuat di media komunikasi internal. and are published in internal communication media.
Selain media internal, Perseroan juga memastikan bahwa In addition to internal media, the Company also ensures
komunikasi eksternal berjalan dengan efektif dan tepat that external communications run effectively and on target
sasaran guna meningkatkan reputasi dan kepercayaan in order to enhance the reputation and public confidence
publik terhadap Garuda Indonesia. Akses informasi dan in Garuda Indonesia. Access to information and data about
data mengenai Perseroan dapat diakses publik melalui the Company can be accessed by the public through the
media sebagai berikut: following media:
1. Deployment Press Release 1. Deployment Press Release
Informasi tertulis yang disampaikan kepada media Written information submitted to the media relating to
berkaitan dengan perkembangan terbaru atas kinerja, the latest developments in the Company’s performance,
aksi dan rencana Perseroan; actions and plans;
2. Landing Page “Press Release” di Garuda Indonesia 2. Landing Page “Press Release” on Garuda Indonesia
Halaman khusus di situs Garuda Indonesia yang memuat A special page on the Garuda Indonesia website which
dengan perkembangan terbaru atas kinerja, aksi dan contains the latest developments in its performance,
rencana bisnisnya; actions and business plans;

3. Akun Media Sosial 3. Social Media Accounts

Twitter (www.twitter.com/IndonesiaGaruda) Twitter (www.twitter.com/IndonesiaGaruda)
Facebook (www.facebook.com/ PT.GarudaIndonesia) Facebook (www.facebook.com/ PT.GarudaIndonesia)
YouTube YouTube
4. Inflight Magazine “Colours” 4. Inflight Magazine “Colors”
Majalah khusus yang didistribusikan di seluruh Special magazines distributed on all Garuda Indonesia
penerbangan Garuda Indonesia, baik domestik maupun flights, both domestic and international.
internasional.
INVESTOR RELATIONS INVESTOR RELATIONS

Perseroan membentuk Unit Hubungan Investor (Investor The Company established the Investor Relations Unit in
Relations) pada Maret 2011. Aktivitas utama Unit Hubungan March 2011. The main activity of the Investor Relations
Investor adalah menjadi jembatan antara manajemen Garuda Unit is to become a bridge between Garuda Indonesia
Indonesia dengan investor dan analis. Secara proaktif, Unit management and investors and analysts. Proactively, the
Hubungan Investor melakukan komunikasi dengan para Investor Relations Unit communicates with analysts and
analis dan investor yang ingin memperoleh informasi yang investors who want to obtain comprehensive information
komprehensif tentang Garuda Indonesia. Penyampaian dan about Garuda Indonesia. Submission and disclosure of
keterbukaan informasi dilakukan dengan seimbang, konsisten information is carried out in a balanced, consistent and
dan tepat waktu, melalui berbagai sarana komunikasi, seperti timely manner, through various means of communication,
e-mail, situs Perseroan, serta conference call. Selain itu, Unit such as e-mail, the Company’s website, and conference calls.
Hubungan Investor juga menghadiri berbagai pertemuan In addition, the Investor Relations Unit also attends various
langsung dengan analis dan investor melalui sarana paparan direct meetings with analysts and investors through means
publik (Public Expose), temu analis reguler secara triwulanan, of Public Expose, quarterly regular analyst meetings, analyst
kunjungan analis, kunjungan lapangan, serta partisipasi dalam visits, field visits, and participation in various conferences at
berbagai konferensi di dalam dan luar negeri serta melakukan home and abroad as well as conducting non- roadshow deal.
non-deal roadshow.
Merujuk pada Peraturan Bursa Efek Indonesia No. I-E Referring to the Indonesia Stock Exchange Regulation
tanggal 19 Juli 2004 tentang Kewajiban Penyampaian No. I-E dated July 19, 2004, on Mandatory Submission
Indonesia, Perseroan telah mengadakan kegiatan paparan of Indonesia, the Company held an annual public expose
publik tahunan pada tanggal 23 Desember 2019 di R. activity on December 23, 2019, at Auditorium of Garuda
Auditorium, Garuda Management Building, Cengkareng. Management Building, Cengkareng. In the public expose,
Dalam paparan publik tersebut, Perseroan menyampaikan the Company presented its performance results in the
hasil kinerja perseroan pada kuartal III tahun 2019 meliputi third quarter of 2019, including the Management profile,
profil manajemen, strategi perseroan, dan beberapa hasil the Company’s strategy, and some of the performance
perkembangan kinerja hingga kuartal ketiga tahun 2019 development results until the third quarter of 2019 and the
serta implementasi strategi hingga Desember 2019. strategy implementation until December 2019.
Selain itu Merujuk pada surat IDX No: S-02430/BEI.PP2/05- Furthermore, referring to IDX Letter No: S-02430/BEI.
2019 tentang Permintaan Penyelenggaraan Public Expose PP2/05-2019 on Incidental Request for Public Expose
Insidentil terkait pengakuan pendapatan dari PT Mahata regarding the revenue recognition from PT Mahata Aero
Aero Teknologi, Perseroan telah mengadakan kegiatan Teknologi, the Company held Incidental Public Expose on
Paparan Public Insidentil pada tanggal 8 May 2019 di May 8, 2019, at Hangar 4 GMF Aero Asia, Soekarno Hatta
Hanggar 4 GMF Aero Asia, Soekarno Hatta International International Airport.
Airport.
Merujuk pada surat IDX No:S-03523/BEI.PP2/06-2019 Referring to IDX Letter No: S-03523/BEI.PP2/06-2019
tentang Peringatan tertulis dan denda atas penyajian laporan on Written Warnings and Fines for the presentation of
keuangan per 31 Maret 2019, Perseroan telah mengadakan financial statements as per March 31, 2019, the Company
kegiatan Public Expose Insidentil pada tanggal 26 July 2019 held an Incidental Public Expose on July 26, 2019, at Kopi
di Café Karyawan Kopi Kenangan Garuda Management Kenangan - Employee Café at Garuda Management Building,
Building, Soekarno Hatta International Airport. Soekarno Hatta International Airport.

Keterangan/Description Jumlah/Total
Non Deal Roadshow and Conference 8
Rapat Bersama Analis | Analyst meeting 114
Conference Call 18
Site Visit 2
RUPS | GMS 1
Paparan Public | Public Expose 3
Siaran Pers | Press conference 115
Laporan Tahunan | Annual Report 1
Laporan Berkelanjutan | Sustainability Report 1
Analyst Coverage 11
Investor Relations
Investor Relations
Julius Caesar Samosir

Senior Manager Investor Relations
Gedung Manajemen Garuda Indonesia, Lantai Dasar
Garuda City, Bandar Udara Internasional Soekarno-Hatta
Telp. (+62 21) 2560 1201
Fax. (+62 21) 5591 5673
Email: investor@garuda-indonesia.com
SIARAN PERS PRESS CONFERENCE

Perseroan telah menjalin kemitraan dengan media sebagai The Company has formed a partnership with the media
mitra strategis dalam menyebarluaskan informasi mengenai as a strategic partner in disseminating information about
perkembangan kondisi Perseroan. Berdasarkan kegiatan the development of the Company’s condition. Based on
media monitoring yang dilakukan secara rutin dan intensif, media monitoring activities that are carried out routinely
Garuda Indonesia memandang bahwa tidak ada siaran pers and intensively, Garuda Indonesia considers that there are
yang berpotensi membawa dampak negatif baik dari segi no press releases that have the potential to have a negative
finansial dan nonfinansial selama tahun 2019. Seluruh impact both financially and non-financially during 2019.
pemberitaan tersebut diterima dan direspon dengan baik, All of these reports are received and responded well, and
serta dimitigasi dan diklarifikasi dengan data dan fakta are mitigated and clarified with data and valid facts when
yang valid bila diperlukan. needed.
Media-media yang melakukan pemberitaan menyiarkan The news media broadcast the latest developments regarding
perkembangan terbaru mengenai aktivitas Perseroan dengan the Company’s activities with the permission and knowledge
izin dan sepengetahuan Garuda Indonesia. Ada pun siaran- of Garuda Indonesia. There are also press releases that
siaran pers tersebut memberikan respon serta masukan provide positive and constructive responses and input to
yang positif dan membangun kepada Garuda Indonesia Garuda Indonesia so that Garuda Indonesia can improve
sehingga Garuda Indonesia dapat meningkatkan kinerjanya its performance better.
dengan lebih baik.
Tanggal Judul Siaran Pers Klasifikasi

No
Date Title of Press Conference Classification
11 Januari 2019 Manajemen dan Karyawan Garuda Indonesia Gelar Pelatihan Safety
1 Corporate Statement
January 11, 2019 Management and Employees of Garuda Indonesia Hold Safety Training
11 Januari 2019 Hadirkan Pengalaman Penerbangan Berbeda, Garuda Indonesia Tampilkan Live Music Akustik #Giacoustic Di Pesawat
2 In-flight Service
January 11, 2019 Presenting A Different Flight Experience, Garuda Indonesia Shows #Giacoustic Acoustic Live Music On Airplanes
Garuda Indonesia Group Mulai Berlakukan Harga subclass moderat dan lebih rendah sesuai Dinamisme Supply &
11 Januari 2019 Demand
3 Product Knowledge
January 11, 2019 Garuda Indonesia Group Starts Applying Moderate and Lower Subclass Prices in accordance with Supply & Demand
Dynamics


No
22 Januari 2019 Garuda Indonesia Terbang Dari London Ke Denpasar, Kini Wisatawan Inggris Bisa Terbang Langsung Ke Bali
4 Product Knowledge
January 22, 2019 Garuda Indonesia Fly from London to Denpasar, Now British Tourists Can Fly Directly to Bali
Peringati HUT Ke 70, Garuda Indonesia Gelar "Garuda Indonesia Anniversary Travel Fair 2019" Hadirkan Penawaran
24 Januari 2019 Diskon Tiket Hingga 70 Persen
5 Product Knowledge
January 24, 2019 Commemorating the 70th Anniversary, Garuda Indonesia Holds “Garuda Indonesia Anniversary Travel Fair 2019”
Presenting Discount Ticket Deals Up to 70 Percent
25 Januari 2019 OTP Garuda Indonesia Terbaik Se Asia Pasifik Pencapaian

6
January 25, 2019 Garuda Indonesia OTP is the Best in Asia Pacific Achievement
26 Januari 2019] Perkuat Jaringan Distribusi Kargo Udara Garuda Indonesia Resmikan Layanan Cargo Freighter Layanan
7
January 26, 2019 Strengthening Air Cargo Distribution Network, Garuda Indonesia Inaugurates Cargo Freighter Services Services
26 Januari 2019] Peringati HUT Ke 70, Garuda Indonesia Gelar Program "Berbagi Senyum Dari Aceh Sampai Papua”
January 26, 2019 Commemorating the 70th Anniversary, Garuda Indonesia Holds “Sharing Smiles From Aceh To Papua” Program
03 Februari 2019 Mulai Hari Ini Garuda Indonesia Resmi Operasikan Rute Halim - Tasikmalaya PP
9 Product Knowledge
February 03, 2019 Starting Today, Garuda Indonesia Officially Operates Halim-Tasikmalaya Return Route
03 Februari 2019 Garuda Indonesia Hadirkan Andien & Tompi Pada Gelaran #Giacoustic Di Hari Valentine
10 In-flight Service
February 03, 2019 Garuda Indonesia Presents Andien & Tompi at the #Giacoustic Event on Valentine's Day
14 Februari 2019 Hadirkan Tompi dan Andien Pada Gelaran #Giacoustic, Pesawat GA-4182 Garuda Indonesia Hari Ini Fully Booked
February 14, 2019 Presenting Tompi and Andien at the #Giacoustic Event, Garuda Indonesia GA-4182 Plane Is Fully Booked Today
17 Februari 2019 Mulai Hari Ini, Garuda Indonesia Layani Rute Jakarta - Silangit Dengan B737-800 NG
12 Product Knowledge
February 17, 2019 Starting Today, Garuda Indonesia Serves Jakarta-Silangit Route with B737-800 NG
20 Februari 2019 Garuda Indonesia Luncurkan 21 Menu Baru Khas Nusantara Dalam Pesawat
February 20, 2019 Garuda Indonesia Launches 21 New Archipelago Menu on Aircrafts
27 Februari 2019 Garuda Indonesia Turunkan Harga Tiket Jakarta – Padang

February 27, 2019 Garuda Indonesia Reduces Ticket Prices of Jakarta - Padang
07 Maret 2019 Garuda Indonesia Layani Penerbangan Jakarta - Nagoya Mulai 23 Maret
March 07, 2019 Garuda Indonesia Serves Jakarta - Nagoya Flights Starting March 23
07 Maret 2019 Garuda Indonesia Bersama Taman Sari Royal Heritage Spa Jalin Kolaborasi Customer Loyalty Program Layanan
16
March 07, 2019 Garuda Indonesia and Taman Sari Royal Heritage Spa Establish a Collaboration of Customer Loyalty Program Services
19 Maret 2019 Perkuat Komitmen Anti Narkoba, Garuda Indonesia Laksanakan Pemeriksaan Urine Pada Jajaran Manajemen
March 19, 2019 Strengthening Anti-Drug Commitment, Garuda Indonesia Conducts Urine Checks of the Management
Garuda Indonesia Maskapai Global Dengan Capaian OTP Terbaik Di Dunia Periode Desember 2018 – Februari 2019 Versi
20 Maret 2019 OAG Flightview Pencapaian
18
March 20, 2019 Garuda Indonesia, a Global Airline with the World's Best OTP Achievement for the Period of December 2018 - February Achievement
2019, OAG Flightview Version
21 Maret 2019 Garuda Indonesia Jajaki Kerjasama Pemberdayaan SDM Berkebutuhan Khusus
March 21, 2019 Garuda Indonesia Explores Cooperation on Empowerment of Human Resources with Special Needs
Garuda Indonesia Dukung Penguatan Kualanamu Sebagai Hub Penerbangan Domestik Wilayah Barat & Asia Tenggara
22 Maret 2019
20 Garuda Indonesia Supports the Strengthening of Kualanamu as a Hub for Domestic Aviation in the West & Southeast Corporate Statement
March 22, 2019
Asia Region
24 Maret 2019 Garuda Indonesia Resmi Layani Penerbangan Jakarta - Nagoya PP

March 24, 2019 Garuda Indonesia Officially Serves Jakarta - Nagoya Return Flights
28 Maret 2019 Sambut HUT Kementerian BUMN, Garuda Indonesia Berikan Diskon Tiket Penerbangan Hingga 50 Persen
March 28, 2019 Commemorating the Ministry of SOE's Anniversary, Garuda Indonesia Gives Discounts on Flight Tickets Up to 50 Percent
02 April 2019 Garuda Indonesia Siapkan 14 Pesawat Berbadan Lebar Untuk Penerbangan Musim Haji 1440H/2019M
April 02, 2019 Garuda Indonesia Prepares 14 Wide-Body Airplanes for Hajj Flight 1440H/2019M
04 April 2019 Tingkatkan Layanan, Garuda Indonesia Luncurkan Fitur Layanan Virtual Reality (VR) Experience
April 02, 2019 Improving Services, Garuda Indonesia Launches Virtual Reality (VR) Experience Services Feature
08 April 2019 170 Ribu Kursi Promo Masih Tersedia Pada Minggu Terakhir Periode GOTF Festival 2019
April 08, 2019 170 Thousand Promo Chairs Are Still Available in the Last Week of the 2019 GOTF Festival Period
Garuda Indonesia Raih Penghargaan Maskapai Pilihan Terbaik Di Asia Dari “Tripadvisor 2019 Travellers Choice Airline
09 April 2019 Pencapaian
26 Awards”
April 09, 2019 Achievement
Garuda Indonesia Wins Award as Best-Chosen Airline in Asia from “TripAdvisor 2019 Travelers Choice Airline Award”
16 April 2019 Pelanggan Garuda Indonesia Group Kini Bisa Pilih Mata Uang Untuk Pembayaran Tiket Layanan
27
April 16, 2019 Customers of Garuda Indonesia Group Can Now Choose Currencies for Ticket Payment Services
22 April 2019 Garuda Indonesia Gelar Kartini Flight yang Diawaki Kru Pesawat Pria
April 22, 2019 Garuda Indonesia Holds Kartini Flight, with Male Aircraft Crews
Perluas Jaringan Kargo Udara, Garuda Indonesia Optimalkan Bisnis Angkutan Kargo Udara Dengan Teknologi Drone
29 April 2019 Layanan
29 Expanding Air Cargo Network, Garuda Indonesia Optimizes the Air Cargo Transportation Business with Drone
April 29, 2019 Services
Technology
01 Mei 2019 Garuda Indonesia Perluas Kerjasama Codeshare Bersama Japan Airlines Layanan
30
May 01, 2019 Garuda Indonesia Expands Codeshare Cooperation with Japan Airlines Services
11 Mei 2019 Garuda Indonesia Raih Tingkat Ketepatan Waktu Terbaik Dunia Versi OAG Flightview Periode April 2019 Pencapaian
31
May 11, 2019 Garuda Indonesia Wins World Best Time Accuracy from OAG Flightview's Version for the Period of April 2019 Achievement
16 Mei 2019 Garuda Indonesia Jajaki Kerja Sama Pengembangan Teknologi Bersama Huawei Tech Investment
May 16, 2019 Garuda Indonesia Explores Cooperation in Technology Development with Huawei Tech Investment


No
20 Mei 2019 Pegadaian dan Garuda Indonesia Tandatangani Kerja Sama Komersial Dalam Penerbangan Jakarta-Denpasar
May 20, 2019 Pegadaian and Garuda Indonesia Sign Commercial Cooperation in Jakarta-Denpasar Flights
24 Mei 2019 Benefit Garudamiles Kini Dapat Dinikmati Diseluruh Layanan Garuda Indonesia - Sriwijaya Air Group
May 24, 2019 Benefits of Garudamiles Can Now Be Enjoyed Throughout Garuda Indonesia - Sriwijaya Air Group Services
Garuda Indonesia Optimalkan Layanan Operasional Jelang Periode Peak Season Mudik Lebaran 2019
25 Mei 2019 Layanan
35 Garuda Indonesia Optimizes Operational Services Before the 2019 Lebaran Mudik (Going to Hometown) Peak Season
May 25, 2019 Services
Period
27 Mei 2019 Garuda Indonesia Hadirkan Bacaan Al Quran Di Pesawat

May 27, 2019 Garuda Indonesia Presents Al-Quran Readings On Airplanes
8 Juni 2019 Garuda Indonesia Kembali Raih Tingkat Ketepatan Waktu Terbaik Dunia Versi OAG Flightview Periode May 2019 Pencapaian
37
June 8, 2019 Garuda Indonesia Wins Another World Best Time Accuracy from OAG Flightview's Version for the Period of May 2019 Achievement
18 Juni 2019 Garuda Indonesia Terus Perkuat Kerjasama Codeshare Jaringan Penerbangan Domestik Dengan Maskapai Global Layanan
38
June 18, 2019 Garuda Indonesia Continues to Strengthen Domestic Codeshare Network Collaboration with Global Airlines Services
19 Juni 2019 Pelopori Paperless Airline, Garuda Indonesia Perkenalkan Digital Navigation Chart
June 19, 2019 Pioneering Paperless Airline, Garuda Indonesia Introduces Digital Navigation Chart
Dukung Pariwisata Nasional, Garuda Indonesia Tambah Frekuensi Penerbangan Rute Jakarta - Banyuwangi Menjadi 14
21 Juni 2019 Kali Per Minggu
June 21, 2019 Supporting National Tourism, Garuda Indonesia Increases Flight Frequency on Jakarta - Banyuwangi Route to 14 Times
Per Week
Garuda Indonesia Pastikan Jalur Udara Untuk Rute Penerbangan Eropa & Timur Tengah Tidak Melewati Kawasan Udara
25 Juni 2019 Selat Hormuz Iran
June 25, 2019 Garuda Indonesia Ensures that Air Lines for European & Middle Eastern Aviation Routes Do Not Pass through Hormuz
Strait Air Area of Iran
Garuda Indonesia Siap Pindahkan Rute Penerbangan Domestik Dari Bandara Husein Sastranegara Ke Bandara
27 Juni 2019 Internasional Kertajati
June 27, 2019 Garuda Indonesia is Ready to Move its Domestic Flight Routes from Husein Sastranegara Airport to Kertajati International
Airport
Cengkareng, 27
Garuda Indonesia & Polri Jalin Kerjasama Pelatihan Awak Kabin Untuk Personil Polri Yang Akan Bertugas Di Pesawat Polri
Juni 2019
43 Garuda Indonesia & Indonesian Police Establish Cooperation for Cabin Crew Training for Police Officers Who Will Serve Corporate Statement
Cengkareng,
On Police Aircraft
June 27, 2019
28 Juni 2019 Pernyataan Garuda Indonesia Atas Hasil Audit Laporan Keuangan 2018 Audited Laporan Keuangan
44
June 28, 2019 Garuda Indonesia Statement on the Audit Results of the 2018 Audited Financial Statements Financial Statements
27 Juni 2019 Garuda Indonesia Raih Predikat 5 Star on Time Performance Rating Dari OAG Flightview Pencapaian
45
June 28, 2019 Garuda Indonesia Wins 5-Star On Time Performance Rating From OAG Flightview Achievement
Penjelasan Garuda Indonesia Garuda Indonesia Hormati Putusan Kemenkeu & OJK dan Tindak Lanjuti Putusan Hasil
30 Juni 2019 Pemeriksaan Laporan Keuangan
46
June 30, 2019 Garuda Indonesia’s Explanation that Garuda Indonesia Respects the Decision of the Ministry of Finance & OJK and Financial Statements
Follow Up on the Decisions of the Audit Results
03 Juli 2019 Garuda Indonesia Gelar Kebaya Pertiwi Special Flight

July 03, 2019 Garuda Indonesia Holds Kebaya Pertiwi Special Flight
Garuda Indonesia BUMN Pertama Di Indonesia Gunakan Bus Listrik Produksi Dalam Negeri Dukung Mobilitas
04 Juli 2019 Operasional Karyawan Layanan
48
July 04, 2019 Garuda Indonesia, the First SOE in Indonesia to Use Domestic Production of Electric Buses to Support Employee’s Services
Operational Mobility
05 Juli 2019 Garuda Indonesia Group Siap Laksanakan Tugas Negara Terbangkan Calon Jemaah Haji 2019
July 05, 2019 Garuda Indonesia Group is Ready to Perform State Duty to Fly the 2019 Hajj Pilgrims
06 Juli 2019 Angkat Perekonomian Nelayan, Garuda Indonesia Kembangkan Teknologi Pesawat Kargo Nirawak
July 06, 2019 Lifting Fishermen's Economy, Garuda Indonesia Develops Nirawak Cargo Plane Technology
07 Juli 2019 Garuda Indonesia Mulai Hantar Calon Jemaah Haji Hari Ini Layanan
51
July 07, 2019 Garuda Indonesia Starts Flying Hajj Pilgrims Today Services
Dukung Potensi Perekonomian Nasional, Garuda Indonesia Tambah Frekuensi Penerbangan Rute Jakarta - Samarinda
08 Juli 2019 Menjadi 14 Kali Per Minggu
July 08, 2019 Supporting National Economic Potential, Garuda Indonesia Increases Frequency of Flight Routes of Jakarta - Samarinda
to 14 times per week
Kembangkan Bisnis Berwawasan Lingkungan, Garuda Indonesia Perkenalkan "GIA Box" Kemasan Produk Pengiriman
09 Juli 2019 Kargo Ramah Lingkungan Layanan
53
July 09, 2019 Developing an Environmentally Friendly Business, Garuda Indonesia Introduces “GIA Box” Packaging for Environmentally Services
Friendly Cargo Shipping Products
10 Juli 2019 Garuda Indonesia Pertahankan OTP Terbaik Dunia Versi OAG Flightview Periode Juni 2019 Pencapaian
54
July 10, 2019 Garuda Indonesia Maintains the World's Best OTP from OAG Flightview Version for the Period of June 2019 Achievement
11 Juli 2019 Garuda Indonesia Resmikan Cargo Service Center (CSC) Ke -132 Di Soreang Bandung Jawa Barat Layanan
55
July 11, 2019 Garuda Indonesia Inaugurates the 132nd Cargo Service Center (CSC) in Soreang, Bandung, West Java Services
14 Juli 2019 Hingga Hari Ke-8, Penerbangan Haji Garuda Indonesia Berjalan Lancar Layanan
56
July 14, 2019 Until the 8th Day, Garuda Indonesia Hajj Flight Runs Smoothly Services
15 Juli 2019 Garuda Indonesia Raih Sertifikasi ISO 9001:2015 Manajemen Penanganan Delay Pencapaian
57
July 15, 2019 Garuda Indonesia Obtains ISO 9001:2015 Certification for Management of Delay Handling Achievement


No
16 Juli 2019 Penjelasan Garuda Indonesia atas Edaran Larangan Pengambilan Gambar di Pesawat
July 16, 2019 Garuda Indonesia’s Explanation on the Circular Prohibiting Taking Pictures on the Plane
Penumpang Dapat Mengambil Gambar di Pesawat Selama Tidak Mengganggu Kenyamanan dan Privasi Penumpang Lain
17 Juli 2019
59 Passengers Can Take Pictures On The Plane As Long As It Does Not Interfere With The Comfort And Privacy Of Other Corporate Statement
July 17, 2019
Passengers
17 Juli 2019 Perkuat Hub Kuala Namu, Garuda Indonesia Hubungkan London Dengan Medan Layanan
60
July 17, 2019 Strengthening Kuala Namu Hub, Garuda Indonesia Connects London with Medan Services
23 Juli 2019 Garuda Indonesia Jalin Sinergi Dengan Indosat Ooredoo Untuk Optimalisasi Transformasi Digital
July 23, 2019 Garuda Indonesia Establishes Synergy with Indosat Ooredoo to Optimize Digital Transformation
23 Juli 2019 Garuda Indonesia Pelopori BUMN Nasional Dorong Upaya Kemandirian Masyarakat Penyandang Down Syndrome
July 23, 2019 Garuda Indonesia Pioneers the National SOEs in Encouraging Efforts of Independence of People with Down Syndrome
Optimalkan Revenue Anak Usaha Garuda Indonesia Group, Garuda Sentra Medika Jalin Kerja Sama Operasi Dengan
24 Juli 2019 Kimia Farma
July 24, 2019 Optimizing Revenue of Garuda Indonesia Group’s Subsidiaries, Garuda Sentra Medika Establishes Joint Operations with
Kimia Farma
24 Juli 2019 Optimalisasi Revenue Lini Usaha Kesehatan, Garuda Indonesia Dan Kimia Farma Jalin Kerja Sama Operasi (KSO)
July 24, 2019 Optimizing Health Business Line Revenue, Garuda Indonesia and Kimia Farma Establish Joint Operations (KSO)
27 Juli 2019 Garuda Indonesia Dukung Pengembangan Potensi Atlet Squash DKI Jakarta
July 27, 2019 Garuda Indonesia Supports the Development of Squash Athletes Potential of DKI Jakarta
31 Juli 2019 Garuda Indonesia Rekrut Pilot Perempuan Pertama Asal Papua
July 31, 2019 Garuda Indonesia Recruits First Female Pilot From Papua
31 Juli 2019 Garuda Indonesia Luncurkan Video Keselamatan Terbaru Bertajuk Keindahan Indonesia Layanan
67
July 31, 2019 Garuda Indonesia Launches Latest Safety Video titled Indonesian Beauty Services
7 Agustus 2019 Garuda Indonesia Selesaikan Keberangkatan Haji Dengan Baik Dengan OTP 91,20 Persen Pencapaian
68
August 7, 2019 Garuda Indonesia Completes the Departure of Hajj Pilgrims Properly With OTP 91.20 Percent Achievement
Peringati Hari Kemerdekaan, Garuda Indonesia Napaktilas Nuansa Kemerdekaan Tempo Dulu Bersama Armada Klasik
17 Agustus 2019 Douglas DC 3 Dakota
August 17, 2019 Commemorating Independence Day, Garuda Indonesia Commemorates the Independence Nuance in the Past with
Douglas DC 3 Dakota Classic Fleet
18 Agustus 2019 Garuda Indonesia Raih Penghargaan Maskapai Kargo Terbaik Se-Asia Pasifik Pencapaian
70
August 18, 2019 Garuda Indonesia Achieved Award as the Best Cargo Airline in the Asia Pacific. Achievement
22 Agustus 2019 Garuda Indonesia Raih Predikat Brand Nasional Terbaik Versi Yougov Brand Index Pencapaian
71
August 22, 2019 Garuda Indonesia Wins the Best National Brand Predicate by Yougov Brand Index Version Achievement
25 Agustus 2019 Perluas Jaringan Penerbangan Jawa Barat, Garuda Indonesia Layani Rute Bandung – Lampung Dan Bandung – Surabaya
August 25, 2019 Expanding West Java Flight Network, Garuda Indonesia Serves Bandung - Lampung and Bandung - Surabaya Routes
29 Agustus 2019 Garuda Indonesia Larang Penumpang Membawa Laptop Macbook Pro (15-Inch) Ke Dalam Pesawat Untuk Safety
August 29, 2019 Garuda Indonesia Forbids Passengers from Bringing Macbook Pro (15-Inch) Laptops Into the Airplane for Safety
Garuda Indonesia Perkenalkan "GIA" Fitur Virtual Assistant Dan Voice Command Pada Aplikasi Mobile App "GIA Mobile"
29 Agustus 2019
74 Garuda Indonesia Introduces “GIA” Virtual Assistant And Voice Command Features in the “GIA Mobile” Mobile App Product Knowledge
August 29, 2019
Application
31 Agustus 2019 Garuda Indonesia Dukung Konser Westlife "The Twenty Tour Borobudur Symphony" di Jawa Tengah
August 31, 2019 Garuda Indonesia Supports Westlife Concert "The Twenty Tour Borobudur Symphony" in Central Java
02 September 2019 Dapatkan Bonus Miles Hingga 50 Persen Untuk Pemesanan Melalui Mobile Apps dan Web Garuda Indonesia
September 02, 2019 Get Bonus Miles Up to 50 Percent for Bookings via Garuda Indonesia Mobile Apps and Web
Peringati Hari Pelanggan Nasional, Direksi Garuda Indonesia Gelar Sapa Pelanggan dan Kejutan Free Upgrade Kelas
04 September 2019 Bisnis Kepada Penumpang Layanan
77
September 04, 2019 Commemorating National Customer Day, Garuda Indonesia’ Board of Directors Holds Customer Greetings and Surprise Services
Free Business Class Upgrades to Passengers
05 September 2019 Garuda Indonesia Raih Penghargaan “Gold - Indonesia Go ASEAN Champion” Di Asean Marketing Summit 2019 Pencapaian
78
September 05, 2019 Garuda Indonesia Wins "Gold - Indonesia Go ASEAN Champion" Award At 2019 ASEAN Marketing Summit Achievement
10 September 2019 Garuda Indonesia Dukung Generasi Muda Papua Berprestasi

September 10, 2019 Garuda Indonesia Supports Young Papuans with Achievements
11 September 2019 Garuda Indonesia Luncurkan “Tauberes” Aplikasi Digital Pengiriman Barang Berbasis Layanan “Smart Logic Services” Layanan
80
September 11, 2019 Garuda Indonesia Launches "Tauberes" Digital Application for Delivery of Goods Based on "Smart Logic Services" Services
13 September 2019 Garuda Indonesia & KPK Gelar Forum Profesional Berintegritas (Profit) dan Sosialisasi Pengendalian Gratifikasi
September 13, 2019 Garuda Indonesia & KPK Hold a Professional Integrity Forum (Profit) and Dissemination of Gratification Control
16 September 2019 Garuda Indonesia Selesaikan Operasional Penerbangan Haji 2019/1440 H Dengan Capaian OTP Sebesar 89 Persen
September 16, 2019 Garuda Indonesia Completes Hajj Flight Operations in 2019/1440 H With 89 Percent OTP Achievements
16 September 2019 Penjelasan Perkembangan Kondisi Operasional Garuda Indonesia Dampak Kabut Asap
September 16, 2019 Explanation of the Development of Impact of Smoke Haze to Garuda Indonesia Operational Conditions
16 September 2019 Selamatkan Penumpang Kritis, Garuda Indonesia Lakukan Pengalihan Pendaratan Di Bandara Karratha Australia
September 16, 2019 Rescuing Critical Passenger, Garuda Indonesia Makes Landing Switches at Australia's Karratha Airport
17 September 2019 Garuda Indonesia Hadirkan Varian Inflight Snack Terbaru Dari Krispy Kreme
September 17, 2019 Garuda Indonesia Presents the Latest Inflight Snack Variant from Krispy Kreme


No
25 September 2019 Garuda Indonesia Layani Rute Manado-Davao PP Mulai 27 September

September 25, 2019 Garuda Indonesia Serves Manado-Davao Return Route Starting September 27th
27 September 2019 Garuda Indonesia Resmi Layani Rute Penerbangan Manado-Davao PP

September 25, 2019 Garuda Indonesia Officially Serves Manado-Davao Return Routes
28 September 2019 Garuda Indonesia Akan Gelar Penerbangan Khusus #Giacoustic Bersama Yovie Widianto & Kahitna
September 28, 2019 Garuda Indonesia Will Hold a Special #Giacoustic Flight with Yovie Widianto & Kahitna
28 September 2019 Dorong Tingkatkan Kunjungan Wisatawan Bali Garuda Indonesia Dukung Program “Bali Great Xperience”
September 28, 2019 Encouraging Bali Tourist Visits, Garuda Indonesia Supports "Bali Great Xperience" Program
30 September 2019 Garuda Indonesia Hubungkan Amsterdam Dengan Medan dan Denpasar Untuk Memperkuat Pariwisata Nasional Layanan
90
September 30, 2019 Garuda Indonesia Connects Amsterdam with Medan and Denpasar to Strengthen National Tourism Services
02 Oktober 2019 Garuda Indonesia Hadirkan Boarding Pass Baru Dengan Inovasi dan Benefit Tambahan Layanan
91
October 02, 2019 Garuda Indonesia Presents A New Boarding Pass With Innovation and Additional Benefits Services
Penerbangan Khusus #Giacoustic Garuda Indonesia Bersama Yovie Widianto & Kahitna Rute Jakarta-Kulon Progo Fully
04 Oktober 2019 Booked
October 04, 2019 Garuda Indonesia’s Special #Giacoustic Flight with Yovie Widianto & Kahitna on Jakarta-Kulon Progo Route Is Fully
Booked
05 Oktober 2019 Apresiasi Atlet Berprestasi, Garuda Indonesia Rekrut Tiga Atlet Basket Nasional Sebagai Pegawai
October 05, 2019 Appreciating Outstanding Athletes, Garuda Indonesia Recruits Three National Basketball Athletes as Employees
Jalin Sinergi BUMN, Garuda Indonesia Promosikan Wisata Candi Borobudur & Kawasan Ekonomi Khusus Mandalika di
07 Oktober 2019 Boarding Pass Terbaru
October 07, 2019 Establishing SOE Synergy, Garuda Indonesia Promotes Borobudur Temple Tourism & Mandalika Special Economic Zone
in the Latest Boarding Pass
Garuda Indonesia Gelar Penerbangan Khusus Dukung Konferensi Internasional Pariwisata Halal Majelis Ulama Indonesia
11 Oktober 2019 (MUI) Di Lombok
95 Coporate Statement
October 11, 2019 Garuda Indonesia Holds Special Flights to Support the International Conference on Halal Tourism of the Indonesian
Ulema Council (MUI) in Lombok
Promosikan Ragam Keindahan Tenun Nusantara, Garuda Indonesia Luncurkan Seragam Awak Kabin Tematik “Puspa
14 Oktober 2019 Nusantara” Kolaborasi Bersama Ikat Indonesia
October 14, 2019 Promoting the Beauty of Nation’s Weaving, Garuda Indonesia Launches the "Puspa Nusantara" Thematic Cabin Crew
Uniform in Collaboration with Ikat Indonesia
16 Oktober 2019 Garuda Indonesia Group Jalin Sinergi BUMN Dukung Restrukturisasi Bisnis Merpati Airlines
October 16, 2019 Garuda Indonesia Group Establishes SOE Synergy to Support the Restructuring of Merpati Airlines Business
17 Oktober 2019 Garuda Indonesia Gelar Penerbangan “Tenun Flight” Hadirkan Seragam Tematik Awak Kabin Khas Tenun Nusantara
October 17, 2019 Garuda Indonesia Holds "Weaving Flight" Presenting Cabin Crew’s Thematic Uniform of Distinctive Archipelago Weaving
Ikatan Istri Karyawan Garuda Indonesia (Iikga) Gelar Seminar Anti Narkoba Perkuat Komitmen Pemberantasan Narkoba
22 Oktober 2019 Garuda Indonesia Group
October 22, 2019 Garuda Indonesia Employees Wives Association (Iikga) Holds an Anti-Narcotics Seminar to Strengthen the Commitment
to Eradicate Narcotics at Garuda Indonesia Group
Sambut Hari Pahlawan Nasional, Garuda Indonesia Perkenalkan Karakter Game Online dan Luncurkan Penerbangan
10 November 2019 Perdana Freighter Ke Papua
November 10, 2019 Welcoming National Heroes Day, Garuda Indonesia Introduces Online Game Characters and Launches First Freighter
Flight to Papua
15 November 2019 Garuda Indonesia Laporkan Dan Serahkan Oknum Penipuan Rekrutmen Kepada Polisi
November 15, 2019 Garuda Indonesia Reports and Hands Over Offenders of Fraud Recruitment to the Police
21 November 2019 Penjelasan Garuda Indonesia Atas Keterlambatan Penerbangan Ga 4204

November 21, 2019 Explanation of Garuda Indonesia on Ga 4204 Flight Delay
Garuda Indonesia Izinkan Penumpang Ga 271 Rute Banyuwangi-Jakarta Turun Di Bandara Halim Perdana Kusuma
22 November 2019 Setelah Melakukan Divert
November 22, 2019 Garuda Indonesia Allows Passenger of Ga 271 Banyuwangi-Jakarta Route to Get Off at Halim Perdana Kusuma Airport
After Diverting
24 November 2019 Garuda Indonesia Memperingati 50 Tahun Penerbangan Ke Australia Pencapaian

104
November 24, 2019 Garuda Indonesia Commemorates 50 Years of Flight to Australia Achievement
28 November 2019 Bisnis Kargo Terus Tumbuh, Garuda Indonesia Tambah Outlet Cargo Di Tangerang Layanan
105
November 28, 2019 Cargo Business Continues to Grow, Garuda Indonesia Adds Cargo Outlets in Tangerang Services
28 November 2019 Garuda Indonesia Sambut Armada Airbus A33- 900 Neo Pertama, Hadirkan Kenyamanan Baru Layanan Penerbangan 40 Layanan
106
November 28, 2019 Garuda Indonesia Welcomes the First Airbus A33-900 Neo Fleet, Presents New Comfort of Flight Service 40 Services
30 November 2019 Siap-Siap, Garuda Indonesia Operasikan Pesawat Berbadan Lebar Untuk Rute Medan dan Manado
November , 2019 Get Ready, Garuda Indonesia Operates Wide-Body Plane for Medan and Manado Routes
03 Desember 2019 Garuda Indonesia Jelaskan Perihal Motor Besar Dalam Pesawat dan Patuh Atas Peraturan Kepabeanan Yang Berlaku
December 03, 2019 Garuda Indonesia Explains About the Large Motorbikes In Aircraft and Comply With the Applicable Customs Regulations
4 Desember 2019 Garuda Indonesia Kali Pertama Ajak Generasi Muda Untuk Ciptakan Terobosan Baru Di Dunia Penerbangan
December 04, 2019 Garuda Indonesia, for the First time, Invites Young Generation To Create New Breakthroughs In Aviation
6 Desember 2019 Dewan Komisaris Tunjuk Fuad Rizal Jadi Plt Direktur Utama Garuda Indonesia
December 06, 2019 Board of Commissioners Appoints Fuad Rizal as the Acting President Director of Garuda Indonesia
7 Desember 2019 Penjelasan Garuda Indonesia Terkait Dengan Video Pendaratan dan Game Pesawat Dengan Logo Garuda Indonesia
December 07, 2019 Explanation of Garuda Indonesia on Landing Video and Airplane Games with Garuda Indonesia Logo
7 Desember 2019 Penjelasan Garuda Indonesia Atas Pesawat Yang Mengangkut Mobil Ferrari
December 07, 2019 Explanation of Garuda Indonesia on the Plane Carrying a Ferrari Car


No
Garuda Indonesia Tunjuk Pelaksana Harian Guna Memenuhi Ketentuan Aspek Regulasi, Operasi dan Keselamatan
10 Desember 2019
113 Penerbangan Corporate Statement
December 10, 2019
Garuda Indonesia Appoints Daily Executor to Meet the Aspects of Regulations, Aviation, Operation and Safety
Garuda Indonesia Berikan Potongan Harga Hingga 40% Dukung Mobilitas Masyarakat Pada Peak Season Natal dan
13 Desember 2019 Tahun Baru 2019/2020
December 13, 2019 Garuda Indonesia Provides Discounts of Up to 40% Supporting People’s Mobility in Christmas and New Year Peak
Season of 2019/2020
Garuda Indonesia Mendukung Keputusan Menteri BUMN Terkait Penataan Anak dan Cucu Perusahaan Di Lingkungan
13 Desember 2019 BUMN
December 13, 2019 Garuda Indonesia Supports the Decision of the Minister of SOE Regarding the Arrangement of Subsidiaries and Second-
Tier Subsidiaries of the Company in SOE Environment
20 Desember 2019 Perkuat Kualitas Aspek Safety, Garuda Indonesia Gelar Simulasi Emergency Response Plan
December 20, 2019 Strengthening the Quality of Safety Aspect, Garuda Indonesia Holds an Emergency Response Plan Simulation
22 Desember 2019 Berita Foto: Konferensi Pers Mudik Ramah Anak dan Disabilitas (MRAD)
December 22, 2019 Photo News: Press Conference of Homecoming that is Children and Disability Friendly (Mrad)
26 Desember 2019 Sambut Libur Natal dan Tahun Baru 2019/2020, Garuda Indonesia Hadirkan Penerbangan Festive Season
118 In-flight service
December 26, 2019 Welcoming Christmas and New Year 2019/2020, Garuda Indonesia Presents Festive Season Flight
28 Desember 2019 Selamatkan Penumpang Sakit, Garuda Indonesia Alihkan Pendaratan GA 121 Ke Pekanbaru
December 28, 2019 Saving Sick Passenger, Garuda Indonesia Switches GA 121 Landing to Pekanbaru
ARTIKEL ARTICLE
Tanggal Judul Artikel
No
Date Title of Article
4 Januari 2019 VIEW 27: Happy Employee, Happy Company

1
January 4, 2019 VIEW 27: Happy Employee, Happy Company
8 Januari 2019 Garuda Buka Rute Penerbangan Solo-Madinah
2
January 8, 2019 Garuda Opens Solo-Madinah Flight Routes
8 Januari 2019 Garuda Masuk dalam Sektor Industri Strategis Berdasarkan Penilaian Indeks Keamanan Informasi BSSN
3
January 8, 2019 Garuda Enters the Strategic Industrial Sector Based on BSSN Information Security Index Assessment
9 Januari 2019 GIAcoustic Hadirkan Hiburan Live Acoustic Musik di Udara
4
January 9, 2019 GIAcoustic Presents Live Acoustic Music Entertainment in the Air
18 Januari 2019 Penandatanganan MoU Kerja Sama GA Group dan Sriwijaya Air
5
January 18, 2019 MoU Signing between GA Group and Sriwijaya Air
18 Januari2019 Harga Tiket Penerbangan Tidak Melanggar Regulasi
6
January 18, 2019 Flight Ticket Prices Do Not Violate Regulation
21 Januari 2019 Genjot Pasar Pariwisata Halal, BO Jakarta Luncurkan "Muslim Packages"
7
January 21, 2019 Boosts Halal Tourism Market, BO Jakarta Launches “Muslim Packages”
23 Januari 2019 DZ: "GCG Harus Jadi DNA Perusahaan"
8
January 23, 2019 DZ: “GCG Must Become Company DNA”
23 Januari 2019 Pelatihan Mitigasi Safety Kepada Karyawan Bersama Direksi
9
January 23, 2019 Safety Mitigation Training for Employees and Board of Directors
24 Januari 2019 DZ: "Transformasi Human Capital, Fondasi Kita Meraih Titik Impas"
10
January 24, 2019 DZ: “Transforming Human Capital, Our Foundation Reaches Break Even Point”
28 Januari 2019 Maksimalkan Pelayanan, Perusahaan Resmikan Crew Center Denpasar
11
January 28, 2019 Maximizing Services, the Company Inaugurates Denpasar Crew Center
28 Januari 2019 HUT ke-70, Perusahaan Berbagi Kebahagiaan dengan Anak Jalanan dan Pemulung
12
January 28, 2019 70th Anniversary, Company Shares Happiness with Street Children and Scavengers
28 Januari 2019 HUT ke-70 GA, Kita Perkenalkan Beragam Fitur dan Layanan Baru
13
January 28, 2019 GA’s 70th Anniversary, We Introduce Various New Features and Services
28 Januari 2019 Kita Resmi Operasikan Cargo Freighter
14
January 28, 2019 We Officially Operate Cargo Freighter
28 Januari 2019 OTP Kita Terbaik se-Asia Pasifik
15
January 28, 2019 Our OTP is the Best in Asia Pacific
29 Januari 2019 SkyTeam Congratulates Garuda Indonesia with 70th Birthday
16
January 29, 2019 SkyTeam Congratulates Garuda Indonesia with 70th Birthday
31 Januari 2019 Ayo Dukung Garuda Membawa Keramahtamahan Indonesia dalam Ajang Skytrax Awards 2019
17
January 31, 2019 Let’s Support Garuda in Bringing Indonesian Hospitality at the 2019 Skytrax Awards Event
31 Januari 2019 [Video] Sejarah Perjalanan Garuda
18
January 31, 2019 [Video] Garuda's Travel History
4 Februari 2019 Dukung Pariwisata Bali, Garuda & Pemkab Karangasem Tandatangani MoU
19
February 4, 2019 Support Bali Tourism, Garuda & Karangasem Regency Government Sign MoU
15 Februari 2019 Charter Flight Marc Marquez Bersama Garuda
20
February 15, 2019 Marc Marquez Charter Flight with Garuda
20 Februari 2019 Pemasangan Livery Mitsubishi Xpander di Pesawat Garuda
21
February 20, 2019 Installation of Mitsubishi Xpander Livery on Garuda Airlines
20 Februari 2019 Pengiriman Engine Pesawat dengan Cargo Freighter Garuda
22
February 20, 2019 Aircraft Engine Delivery with Garuda Cargo Freighter


No
21 Februari 2019 Garuda Luncurkan 21 Menu Baru Khas Nusantara

23
February 21, 2019 Garuda Indonesia Launches 21 New Archipelago Menu
22 Februari 2019 Tahukah Kamu: Coworking Space GA Group di Area GSO
24
February 22, 2019 Do You Know: Coworking Space GA Group in the GSO Area
4 Maret 2019 Inaugural Flight Jakarta-Tasikmalaya
25
March 4, 2019 Inaugural Flight of Jakarta-Tasikmalaya Route
4 Maret 2019 Tahukah Kamu: The Signature Dish of Indonesia
26
March 4, 2019 Do You Know: The Signature Dish of Indonesia
8 Maret 2019 GarudaMiles GIAnniversary - Redemption Program
27
March 8, 2019 GarudaMiles GIAnniversary - Redemption Program
8 Maret 2019 Waspada Penipuan yang Mengatasnamakan Rekrutmen Calon Pegawai Garuda
28
March 4, 2019 Beware of Fraud in the Name of Garuda on Recruitment of Prospective Employees
8 Maret 2019 Tahukah Kamu: Garuda Akan Kembali Terbang ke Nagoya
29
March 8, 2019 Do You Know: Garuda Will Fly Again to Nagoya
12 Maret 2019 B737 Max 8 is Temporary Grounded
30
March 12, 2019 B737 Max 8 is Temporary Grounded
15 Maret 2019 Mekanisme Pindah Memilih - Pemilu Tahun 2019
31
March 15, 2019 The Mechanism of Voting - 2019 Elections
21 Maret 2019 Perkuat Komitmen Anti Narkoba, Garuda Laksanakan Pemeriksaan Urine bagi Jajaran Manajemen
32
March 21, 2019 Strengthening Anti-Drug Commitment, Garuda Conducts Urine Checks of the Management
21 Maret 2019 Kita Raih Predikat "Gold Champion" dalam WOW Brand Award 2019
33
March 21, 2019 We Win the "Gold Champion" Predicate in the 2019 WOW Brand Award
21 Maret 2019 OTP Garuda Terbaik di Dunia Periode Desember 2018 - Februari 2019 Versi OAG Flightview
34
March 21, 2019 Garuda's OTP is the Best in the World for the Period of December 2018 - February 2019 of OAG Flightview Version
21 Maret 2019 Garuda Terima Kunjungan Lapangan Diklat Pimpinan Kemendagri RI
35
March 21, 2019 Garuda Receives Field Visit from the Education and Training of Leaders of the Ministry of Home Affairs of the Republic of Indonesia
22 Maret 2019 VIEW 28: Inovasi Digital, Kunci Pertumbuhan Bisnis Kargo
36
March 22, 2019 VIEW 28: Digital Innovation, the Key to Cargo Business Growth
25 Maret 2019 Nonton Bersama Film Nasional "Kuambil Lagi Hatiku"
37
March 25, 2019 Movie Gathering of National Film “I Take My Heart Back”
26 Maret 2019 Stand Pameran Garuda Jadi yang Terbaik dalam Ajang Adiwastra Nusantara 2019
38
March 26, 2019 Garuda's Exhibition Stand Becomes the Best in the Adiwastra Nusantara 2019 Event
26 Maret 2019 Kita Resmi Layani Penerbangan Jakarta – Nagoya
39
March 26, 2019 We Officially Serve Jakarta - Nagoya Flights
26 Maret 2019 SkyTeam Rebooking Marks First Anniversary
40
March 26, 2019 SkyTeam Rebooking Marks First Anniversary
28 Maret 2019 Garuda Berbagi Strategi Pelestarian Lingkungan dalam Konferensi Pers Eath Hour 2019
41
March 28, 2019 Garuda Shares Environmental Conservation Strategies at the 2019 Earth Hour Press Conference
28 Maret 2019 Our Incident Rate 2018 Decreased by 14 Percent Compared to 2017
42
March 28, 2019 Our Incident Rate 2018 Decreased by 14 Percent Compared to 2017
29 Maret 2019 #Connect2Earth: Garuda Indonesia Group Earth Hour 2019
43
March 29, 2019 #Connect2Earth: Garuda Indonesia Group Earth Hour 2019
30 Maret 2019 Tahukah Kamu: Garuda Berikan Diskon Spesial Menyambut HUT ke-21 Kementerian BUMN
44
March 30, 2019 Do You Know: Garuda Gives Special Discounts to Welcome the 21st Anniversary of the Ministry of SOE
4 April 2019 Garuda Cargo Kini Layani Pengiriman Barang ke Nagoya
45
April 04, 2019 Garuda Cargo Now Serves Delivery of Goods to Nagoya
4 April 2019 Safety Starts with You: Report Hazard & Incident on IESD!
46
April 04, 2019 Safety Starts with You: Report Hazard & Incident on IESD!
4 April 2019 Garuda Selenggarakan Kelas Kreatif BUMN 2019 di Lombok
47
April 04, 2019 Garuda Holds 2019 SOE Creative Classes in Lombok
4 April 2019 Garuda Siapkan 14 Pesawat Wide Body untuk Penerbangan Haji 1440/2019
48
April 04, 2019 Garuda Prepares 14 Wide-Body Aircrafts for Hajj Flight 1440/2019
8 April 2019 HUT BUMN, Garuda Salurkan 10.000 Paket Sembako Murah
49
April 08, 2019 SOE Anniversary, Garuda Distributes 10,000 Affordable Basic Food Packages
10 April 2019 Pendaftaran Mudik Gratis Bersama GA Group Telah Dibuka!
50
April 10, 2019 Free Mudik Registration with GA Group is Now Open!
10 April 2019 Tolak Gratifikasi atau Laporkan!
51
April 10, 2019 Reject Gratification or Report!
12 April 2019 Tahukah Kamu: Garuda Kembali Raih Penghargaan dari Trip Advisor
52
April 12, 2019 Do You Know: Garuda Receives Another Award from Trip Advisor
16 April 2019 EduTrip: Garuda Indonesia Group Experimental Learning
53
April 16, 2019 EduTrip: Garuda Indonesia Group Experimental Learning
24 April 2019 Perubahan Pengurus Perseroan Berdasarkan Hasil RUPST 2019
54
April 24, 2019 Changes in Company Management Based on the 2019 AGMS Resolutions
24 April 2019 Perusahaan Catatkan Kinerja Positif pada Q1-2019
55
April 24, 2019 The Company Records Positive Performance in Q1-2019
30 April 2019 Tips to Stay Safe at the Office
56
April 30, 2019 Tips to Stay Safe at the Office
10 Mei 2019 Kelas Kreatif BUMN: Garuda Indonesia Eco-Friendly Ramadan
57
May 10, 2019 SOE Creative Class: Garuda Indonesia Eco-Friendly Ramadan


No
13 Mei 2019 Buka Puasa Bersama: Perkuat Solidaritas untuk Tingkatkan Kinerja
58
May 13, 2019 Breakfasting: Strengthen Solidarity to Improve Performance
15 Mei 2019 QSE Info: Waspada Penyebaran Penyakit Monkeypox (Cacar Monyet)!
59
May 15, 2019 QSE Info: Beware of Monkeypox Spread!
17 Mei 2019 Bersiap untuk Transformasi Digital, Perusahaan Gandeng Huawei
60
May 17, 2019 Preparing for Digital Transformation, the Company Partners with Huawei
20 Mei 2019 [Insight] Penyusupan Penumpang Gelap pada Penerbangan Sipil
61
May 20, 2019 [Insight] Stowaway on Civil Aviation
22 Mei 2019 Security Alert Garuda Indonesia Pasca Pengumuman Hasil Pemilu 2019
62
May 22, 2019 Garuda Indonesia’s Security Alert Post Announcement of 2019 Election Results
02 Juni 2019 [Video] Tips Mudik Nyaman Bersama Garuda Indonesia
63
June 02, 2019 [Video] Tips for Convenient Homecoming With Garuda Indonesia
12 Juni 2019 Mudik Pegawai Happy
64
June 12, 2019 Happy Employee Going Back to Hometown
14 Juni 2019 Halalbihalal GA Group 2019
65
June 14, 2019 Social Gathering of GA Group 2019
17 Juni 2019 Risk Management Awareness: Three Lines of Defense
66
June 17, 2019 Risk Management Awareness: Three Lines of Defense
19 Juni 2019 SkyTeam 19th Anniversary: Celebrating 19 Proud Years of SkyTeam
67
June 19, 2019 SkyTeam 19th Anniversary: Celebrating 19 Proud Years of SkyTeam
19 Juni 2019 Tahukah Kamu: Jadi Pelopor Paperless Airline, Garuda Luncurkan Digital Navigation Chart
68
June 19, 2019 Do You Know: Becoming the Pioneer of Paperless Airline, Garuda Launches Digital Navigation Chart
19 Juni 2019 Garuda Menjadi Ketua AAPA Security Committee
69
June 19, 2019 Garuda Becomes Chair of AAPA Security Committee
27 Juni 2019 MRT Jakarta Berikan Apresiasi kepada GITC
70
June 27, 2019 MRT Jakarta Gives Appreciation to GITC
28 Juni 2019 Siaga Hadapi Bencana Gempa Bumi
71
June 28, 2019 Be Alert for Earthquake Disaster
28 Juni 2019 Insight: Single-Use Plastic-Free Flight
72
June 28, 2019 Insight: Single-Use Plastic-Free Flight
28 Juni 2019 Garuda dan Polri Jalin Kerja Sama Pelatihan Awak
73
June 28, 2019 Garuda and Polri Establish Cooperation for Crew Training
28 Juni 2019 Tahukah Kamu: Saat Ini Garuda Memiliki Codeshare dengan 14 Maskapai Global
74
June 28, 2019 Do You Know: Garuda Currently Has Codeshare with 14 Global Airlines
01 Juli 2019 Tahukah Kamu: Garuda Indonesia Berhasil Raih Predikat 5-Star On Time Performance Rating dari OAG Flightview
75
July 01, 2019 Do You Know: Garuda Indonesia Successfully Achieves 5-Star On Time Performance Rating from OAG Flightview
03 Juli 2019 Tahukah Kamu: Rute Bandung-Denpasar Pindah ke Bandara Internasional Kertajati
76
July 03, 2019 Do You Know: Bandung-Denpasar Return Flights Move to Kertajati International Airport
04 Juli 2019 Sharing Session Awak Kabin - Awak Kokpit
77
July 04, 2019 Sharing Session of Cabin Crew - Cockpit Crew
04 Juli 2019 Terkait Hasil Audit Laporan Keuangan 2018, Perusahaan Ambil Sikap Positif
78
July 04, 2019 Related to the Audit Results of the 2018 Financial Statements, the Company Takes a Positive Stand
04 Juli 2019 Sinergi Garuda Indonesia - Sriwijaya Air Group Untuk Perangi Narkoba Bersama BNN
79
July 04, 2019 Synergy of Garuda Indonesia - Sriwijaya Air Group to Combat Drugs with BNN
04 Juli 2019 Risk Awareness: 1st line of Defense
80
July 04, 2019 Risk Awareness: 1st line of Defense
04 Juli 2019 Garuda Gelar Kebaya Pertiwi Special Flight
81
July 04, 2019 Garuda Indonesia Launches Kebaya Pertiwi Special Flight
05 Juli 2019 Insight: Peluang Emas dari Ledakan Data
82
July 05, 2019 Insight: Golden Opportunity from Data Explosion
05 Juli 2019 Tahukah Kamu: Garuda Jadi BUMN Pertama di Indonesia yang Perkenalkan Bus Listrik Produksi Dalam Negeri
83
July 05, 2019 Do You Know: Garuda Becomes the First SOE in Indonesia to Introduce Electric Bus Domestic Production
10 Juli 2019 Pelantikan Captain dan First Officer Garuda Indonesia
84
July 10, 2019 Inauguration of Garuda Indonesia Captain and First Officer
11 Juli 2019 Tahukah Kamu: GIA BOX, Kemasan Cargo Ramah Lingkungan
85
July 11, 2019 Do You Know: GIA BOX, Environmentally Friendly Cargo Packaging
11 Juli 2019 Awali Operasional Penerbangan Haji 1440 H, Kita Berangkatkan 3.591 Jemaah
86
July 11, 2019 Starting Hajj Flight Operations 1440 H, We Depart 3,591 Pilgrims
23 Juli 2019 Garuda Jalin Sinergi dengan Indosat Ooredoo Untuk Optimalisasi Transformasi Digital
87
July 23, 2019 Garuda Establishes Synergy with Indosat Ooredoo to Optimize Digital Transformation
23 Juli 2019 Garuda Pelopori BUMN Dorong Kemandirian Masyarakat Penyandang Down Syndrome
88
July 23, 2019 Garuda Indonesia Pioneers SOEs in Encouraging Independence of People with Down Syndrome
30 Juli 2019 Garuda Dukung Potensi Atlet Squash DKI Jakarta
89
July 30, 2019 Garuda Supports Squash Athletes Potential of DKI Jakarta
30 Juli 2019 Operations in Actions: Program Route Reserve Fuel 3 Percent
90
July 30, 2019 Operations in Actions: Program Route Reserve Fuel 3 Percent
15 Agustus 2019 Ayo Viralkan Hashtag #GIAUntukIndonesia !!
91
August 15, 2019 Let's Make This Viral #GIAUntukIndonesia !!
16 Agustus 2019 Garuda Lakukan Tabur Bunga di Makam Pahlawan
92
August 16, 2019 Garuda Put Flowers on Heroes Cemetery
16 Agustus 2019 Peran Garuda Indonesia dalam Mendukung dan Mengisi Perjuangan Kemerdekaan Bangsa
93
August 16, 2019 Garuda Indonesia’s Role in Supporting and Fighting the Battle of National Independence


No
17 Agustus 2019 #GIAUntukIndonesia: Ekspedisi Tangkahan
94
August 17, 2019 #GIAUntukIndonesia: Tangkahan Expedition
17 Agustus 2019 Pidato Hari Kemerdekaan RI ke 74 Garuda Indonesia - Sriwijaya Group
95
August 17, 2019 Speech of the 74th Indonesian Independence Day Garuda Indonesia - Sriwijaya Group
17 Agustus 2019 Video: Upacara Peringatan HUT ke-74 Republik Indonesia
96
August 17, 2019 Video: Commemoration Ceremony of the 74th Anniversary of the Republic of Indonesia
19 Agustus 2019 Garuda Indonesia Raih Penghargaan Maskapai Kargo Terbaik Se-Asia Pasifik
97
August 19, 2019 Garuda Indonesia Achieved Award as the Best Cargo Airline in the Asia Pacific.
20 Agustus 2019 Peresmian Cargo Service Center (CSC) Kerja Sama Operasi (KSO) Banyuwangi
98
August 20, 2019 Inauguration of Cargo Service Center (CSC), a Joint Operation (KSO) of Banyuwangi
20 Agustus 2019 Garuda Indonesia Cargo Jawa Barat Kolaborasi "Rabu Ngelmu"
99
August 20, 2019 Collaboration of Garuda Indonesia West Java Cargo “Wednesday Knowledge”
20 Agustus 2019 Bring Your Tumbler and Reduce Plastic Waste
100
August 20, 2019 Bring Your Tumbler and Reduce Plastic Waste
23 Agustus 2019 Galeri Foto: Kemeriahan Acara Lomba Agustusan
101
August 23, 2019 Photo Gallery: Excitement of August Contest
28 Agustus 2019 Tahukah Kamu: Ada Voice Command dalam GIA Mobile Versi Terbaru
102
August 28, 2019 Do You Know: There is a Voice Command in the Latest Version of GIA Mobile
29 Agustus 2019 Forum Tatap Muka BOD dengan Karyawan BO Denpasar
103
August 29, 2019 BOD Face to Face Forum with BO Denpasar Employees
29 Agustus 2019 FGD Regulasi dan Izin Uji Coba UAS di Indonesia
104
August 29, 2019 FGD on Regulation and License for UAS Trial Test in Indonesia
02 September 2019 97 Rekan Kita Menerima Penghargaan "Paket Wisata Apresiasi 30 Tahun"
105
September 02, 2019 97 of Our Colleagues Receive “30-Year Appreciation Tour Package”
04 September 2019 Paparan DZ dalam Hindu Youth Leadership Camp
106
September 04, 2019 Presentation of DZ in Hindu Youth Leadership Camp
05 September 2019 Peringati Hari Pelanggan Nasional, Direksi Sapa Pelanggan dan Berikan Kejutan
107
September 05, 2019 Commemorating National Customer Day, the Board of Directors Greet Customers and Give Surprises
05 September 2019 Garuda Indonesia Raih Penghargaan "Gold - Indonesia Go ASEAN Champion" di ASEAN Marketing Summit 2019
108
September 05, 2019 Garuda Indonesia Wins "Gold - Indonesia Go ASEAN Champion" Award at 2019 ASEAN Marketing Summit
09 September 2019 Kunjungan Pemerintahan Prefektur Aichi Jepang ke Garuda Indonesia
109
September 09, 2019 The visit of Japan's Aichi Prefecture Government to Garuda Indonesia
10 September 2019 Tahukah Kamu: Garuda Akan Mengimplementasikan Sistem Baru GarudaMiles New Loyalty System
110
September 10, 2019 Do You Know: Garuda Will Implement GarudaMiles New Loyalty System
11 September 2019 Sharing Session BoD dengan Pegawai Asal Papua
111
September 11, 2019 Sharing Session of BoD with Employees from Papua
13 September 2019 Tahukah Kamu: Bonus Miles dengan Beli Tiket via GIA Mobile dan Website
112
September 13, 2019 Do You Know: Bonus Miles by Buying Tickets via GIA Mobile and Website
14 September 2019 IIKGA dan Rohis Garuda Indonesia Gelar Kajian Muslimah Bersama Ustaz Wijayanto
113
September 14, 2019 IIKGA and Rohis Garuda Indonesia Hold Muslim Study Together with Ustaz Wijayanto
16 September 2019 Operation in Action (OIA) Edisi XIV 2019
114
September 16, 2019 Operation in Action (OIA) Edition of XIV 2019
16 September 2019 Video: World Ozone Day
115
September 16, 2019 Video: World Ozone Day
18 September 2019 INTEGRITY FIRST: Perusahaan Jatuhkan Sanksi PHK kepada Pegawai Pelanggar Ketentuan Bea Cukai
116
September 18, 2019 INTEGRITY FIRST: The Company Imposes Termination Sanction for Employees Violating Customs Regulations
18 September 2019 Perusahaan dan KPK Gelar Forum Profesional Berintegritas (Profit) dan Sosialisasi Pengendalian Gratifikasi
117
September 18, 2019 Garuda and KPK Hold a Professional Integrity Forum (Profit) and Dissemination of Gratification Control
24 September 2019 Pahami Aturan Imigrasi dan Custom di Setiap Negara
118
September 24, 2019 Understanding Immigration and Custom Rules in Every Country
24 September 2019 INTEGRITY FIRST: Curi Poin GarudaMiles, Pegawai Dibebastugaskan
119
September 24, 2019 INTEGRITY FIRST: Stealing GarudaMiles Points, this Employee is Released of the Duties
30 September 2019 Perusahaan Layani Rute Penerbangan Baru Manado-Davao PP
120
September 30, 2019 The Company Serves New Flight Return Routes of Manado-Davao
30 September 2019 INTEGRITY FIRST: Bawa 790 Juta Saar Dinas Pegawai Terima Sanksi PHK
121
September 30, 2019 INTEGRITY FIRST: Bring 790 Million While On Duty, the Employee Received Layoff Sanctions
01 Oktober 2019 CEO Quotes: Memaknai 1 Tahun Perjalanan
122
October 01. 2019 CEO Quotes: Bring Meaning to 1 Year of Journey
07 Oktober 2019 Risk Awareness 7th Edition: Pengelolaan Risiko - Identifikasi Risiko
123
October 07. 2019 Risk Awareness 7th Edition: Risk Management - Risk Identification
08 Oktober 2019 Perdana, GA Cargo Layani Pengiriman Komoditi Ekspor dari Sorong
124
October 08. 2019 First time, GA Cargo Serves Export Commodity Shipping from Sorong
15 Oktober 2019 What's on GIA | September 2019
125
October 15. 2019 What's on GIA | September 2019
16 Oktober 2019 Promosikan Ragam Keindahan Tenun Nusantara, Garuda Luncurkan Seragam Awak Kabin Tematik "Puspa Nusantara"
126
October 16. 2019 Promoting the Beauty of Nation’s Weaving, Garuda Launches "Puspa Nusantara" Thematic Cabin Crew Uniform
16 Oktober 2019 GA Cargo Official Website Goes Live!
127
October 16. 2019 GA Cargo Official Website Goes Live!
18 Oktober 2019 Garuda Group Jalin Sinergi BUMN Dukung Restrukturisasi Bisnis Merpati Airlines
128
October 18. 2019 Garuda Group Establishes SOE Synergy to Support Merpati Airlines Business Restructuring
18 Oktober 2019 Perusahaan Gelar Penerbangan "Tenun Flight"
129
October 18. 2019 The Company Holds “Weaving Flight”
23 Oktober 2019 Seminar Anti Narkoba "We Say No to Drugs"
130
October 23. 2019 Anti-Narcotics Seminar “We Say No to Drugs”
31 Oktober 2019 Tahukah Kamu: Apa Itu Gratifikasi?
131
October 31. 2019 Do You Know: What is Gratification?
06 November 2019 INTEGRITY FIRST: Penyalahgunaan Fasilitas Kesehatan Berakibat Sanksi PHK
132
November 06, 2019 INTEGRITY FIRST: Misuse of Health Facilities Resulting in Layoff Sanctions


No
08 November 2019 Rakor GA Group, DZ: Karyawan Harus Produktif dan Happy
133
November 08, 2019 GA Group coordination meeting, DZ: Employees Must Be Productive and Happy
11 November 2019 Peringati Hari Pahlawan Nasional, Perusahaan Gelar Upacara dan Peluncuran Karakter Game Online "GIA" dan Penerbangan Perdana Freighter
134
November 11, 2019 Commemorating National Heroes' Day, the Company Holds the Ceremony and Launching of “GIA” Online Game Character and Prime Freighter Flight
12 November 2019 Adakah Sistem Keamanan yang Sempurna?
135
November 12, 2019 Is There a Perfect Security System?
12 November 2019 Safety Day 2019 Kick-Off: Your Safety Report Matters!
136
November 12, 2019 Safety Day 2019 Kick-Off: Your Safety Report Matters!
14 November 2019 Penyatuan Komando dan Pengendalian Security & Avsec Garuda Indonesia Group
137
November 14, 2019 Integration of Security & Avsec Command and Control of Garuda Indonesia Group
14 November 2019 Online Course? Why Not?!
138
November 14, 2019 Online Course? Why Not?!
14 November 2019 Pelantikan Captain dan First Officer
139
November 14, 2019 Inauguration of Captain and First Officer
15 November 2019 What's on GIA | Oktober 2019
140
November 15, 2019 What's on GIA | October 2019
15 November 2019 AYO DUKUNG GARUDA DALAM SKYTRAX WORLD AIRLINE AWARDS 2020!
141
November 15, 2019 LET'S SUPPORT GARUDA IN SKYTRAX WORLD AIRLINE AWARDS 2020!
18 November 2019 Pengelolaan Risiko - Penilaian Risiko (Risk Assessment)
142
November 18, 2019 Risk Management - Risk Assessment
20 November 2019 New Pan European Corporate Contract with KBRI Signed
143
November 20, 2019 New Pan European Corporate Contract with KBRI Signed
25 November 2019 Peringatan 50 Tahun Penerbangan Garuda ke Australia
144
November 25, 2019 50th Anniversary of Garuda's Flight to Australia
28 November 2019 Penyambutan Kehadiran Armada Baru Airbus A330-900 Neo
145
November 28, 2019 Welcoming the Presence of New Airbus A330-900 Neo Fleet
29 November 2019 Bisnis Cargo Terus Tumbuh, Perusahaan Resmikan CSC Baru di Tangerang
146
November 29, 2019 Cargo Business Continues to Grow, the Company Inaugurates New CSC in Tangerang
29 November 2019 Perkuat Jaringan Distribusi Logistik, Garuda Resmikan CSC KSO di Rungkut, Surabaya
147
November 29, 2019 Strengthening Logistics Distribution Network, Garuda Inaugurates CSO KSO in Rungkut, Surabaya
04 Desember 2019 Dapatkan Bonus Mileage dengan Program Employee Member Get Member
148
December 04, 2019 Get Mileage Bonuses with Member Get Member Employee Program
05 Desember 2019 Garuda Indonesia Innovation Challenge
149
December 05, 2019 Garuda Indonesia Innovation Challenge
05 Desember 2019 QSE Info: Clear Air Turbulence: Injuries Prevention
150
December 05, 2019 QSE Info: Clear Air Turbulence: Injuries Prevention
07 Desember 2019 Tahukah Kamu: Tanggal 7 Desember Diperingati Sebagai Hari Penerbangan Sipil Internasional
151
December 07, 2019 Do You Know: December 7th is Commemorated as International Civil Aviation Day
09 Desember 2019 Hari Antikorupsi Sedunia 2019
152
December 09, 2019 World Anti-Corruption Day 2019
11 Desember 2019 Risk Awareness 9th Edition: Pengelolaan Risiko - Perlakuan Risiko
153
December 11, 2019 Risk Awareness 9th Edition: Risk Management - Risk Treatment
12 Desember 2019 Penuhi Aspek Regulasi, Pak Fuad Tunjuk Empat Pejabat Direktur
154
December 12, 2019 Fulfilling Aspect of Regulations, Mr. Fuad Appoints Four Acting Directors
13 Desember 2019 Peresmian Coworking Office Nusantara
155
December 13, 2019 Inauguration of Nusantara Coworking Office
13 Desember 2019 Tingkatkan Situational Awareness Jelang Peak Season Natal dan Tahun Baru 2020
156
December 13, 2019 Increasing Situational Awareness Ahead of the Christmas and New Year Peak Season 2020
16 Desember 2019 Tahukah Kamu: Klasifikasi Dokumen Data Informasi Perusahaan
157
December 16, 2019 Do You Know: Classification of Company Information Data Documents
17 Desember 2019 Perayaan Natal GA Group: Unity in Difference
158
December 17, 2019 GA Group Christmas Celebration: Unity in Difference
20 Desember 2019 Bulletin QMS Edisi 6 W4 Desember 2019
159
December 20, 2019 QMS Bulletin Edition 6 W4 December 2019
20 Desember 2019 Tatap Muka Manajemen & Karyawan, Komut: "Jangan Sampai Putus Komunikasi"
160
December 20, 2019 Face to Face between Management & Employees, President Commissioner: “Don't Break Up the Communication”
20 Desember 2019 Implementasi EU GDPR tentang Keamanan Informasi Perusahaan
161
December 20, 2019 Implementation of EU GDPR on Corporate Information Security
23 Desember 2019 GA Risk Forum & Subsidiaries Risk Forum
162
December 23, 2019 GA Risk Forum & Subsidiaries Risk Forum
23 Desember 2019 Peringati Hari Ibu, BOD Sapa Pelanggan Wanita
163
December 23, 2019 Commemorating Mother's Day, BOD Greet Women Customers
27 Desember 2019 Tahukah Kamu: Garuda Indonesia Pertahankan Peringkat Tiga Besar OTP Terbaik di Dunia
164
December 27, 2019 Do You Know: Garuda Indonesia Maintains the Rank of the Three Best OTPs in the World
27 Desember 2019 Public Expose Q3-2019: Perusahaan Catatkan Laba Bersih 122,8 Juta USD
165
December 27, 2019 Public Expose Q3-2019: The Company Recorded Net Profit of USD122.8 Million

IKLAN ADVERTISEMENT
Iklan (paid placement) yang dilakukan oleh Garuda Indonesia The paid advertisements conducted by Garuda Indonesia
pada tahun 2019 adalah sebagai berikut: in 2019 are as follows:
1. Promo diskon Nataru (Kompas dan Republika); 1. Nataru discount promotions (Kompas and Republika);
2. Promo Tourism Western Australia. 2. Tourism Western Australia Promo.
a. Placement video di Bioskop 21; a. Video placement on Cinema 21;
b. Native ads di Kumparan.com dan KapanLagi b. Native ads on Kumparan.com and KapanLagi
Network. Network.
TRANSPARANSI PENYAMPAIAN LAPORAN TRANSPARENCY OF DELIVERY OF REPORTS

Sebagai perusahaan terbuka yang telah mencatatkan As a publicly listed company that has listed its shares on the
sahamnya di Bursa Efek Indonesia (BEI), Perseroan wajib Indonesia Stock Exchange (IDX), the Company is obliged
untuk menyampaikan Keterbukaan Informasi kepada Publik to submit Information to the Public as stipulated in the
sebagaimana diatur dalam Peraturan Otoritas Jasa Keuangan Financial Services Authority Regulation No. 31 / POJK.04
No. 31/POJK.04/2015 tentang Keterbukaan atas Informasi / 2015 concerning Disclosure of Material Information
atau Fakta Material oleh Emiten atau Perusahaan Publik or Facts by Issuers or Public Companies and Board of
dan Keputusan Direksi PT Bursa Efek Jakarta No. Kep-306/ Directors Decree No. Jakarta Stock Exchange No. Kep-306
BEJ/07-2004 tentang Peraturan No. I-E tentang Kewajiban / BEJ / 07-2004 concerning Regulation No. I-E regarding
Penyampaian Informasi. Sampai dengan akhir Desember Obligation of Information Submission. Until the end of
2019, Direksi telah menyampaikan 12 (dua belas) Laporan December 2019, the Board of Directors has submitted 12
Keterbukaan Informasi kepada BEI, dengan rincian sebagai (twelve) Information Disclosure Reports to IDX, with the
berikut. following details.
No. Surat Tanggal Perihal

No.
No Letter Dated Subject
Keterbukaan Informasi yang Perlu Diketahui Publik Penyampaian Laporan Realisasi

Penggunaan Dana Hasil Penawaran Umum Periode 1 Juli 2018 s/d 31 Desember 2018
14 Januari 2019
1. GARUDA/JKTDS/20017/2019 Disclosure of Information that Needs to be Publicly Known Submission of Realization
January 14, 2019
Report on the Use of Funds from Public Offering Period 1 July 2018 to 31 December
2018
Keterbukaan Informasi yang Perlu Diketahui Publik Penyampaian Koreksi atas
23 Januari 2019 Kepemilikan Saham Komisaris Utama Perseroan
2. GARUDA/JKTDS/20023/2019
January 23, 2019 Disclosure of Information that the Public Needs to Know Submission of Corrections on
the Share Ownership of the Company’s President Commissioner
Keterbukaan Informasi yang Perlu Diketahui Publik Transfer 2 (dua) Pesawat ATR72-
31 Januari 2019 212A Perseroan kepada PT Citilink Indonesia Melalui Sub-Sublease
3. GARUDA/JKTDS/20028/2019
January 31, 2019 Information Disclosure that the Public Needs to Transfer 2 (two) of the Company’s
ATR72-212A to PT Citilink Indonesia through Sub-Sublease
Keterbukaan Informasi yang Perlu Diketahui Publik Transaksi Afiliasi antara Perseroan
20 Maret 2019 dengan PT Aero Wisata
4. GARUDA/JKTDF/20099/2019
March 20, 2019 Disclosure of Information Needs to Be Known to Public Affiliated Transactions between
the Company and PT Aero Wisata
Keterbukaan Informasi yang Perlu Diketahui Publik Laporan Keuangan Tahunan Tahun
1 April 2019 Buku 2018
5. GARUDA/JKTDS/IDX-20011/2019
April 1, 2019 Disclosure of Information Public Needs to Know in the Annual Financial Statements for
Fiscal Year 2018
Keterbukaan Informasi yang Perlu Diketahui Publik Penyampaian Laporan Realisasi
8 April 2019 Penggunaan Dana Hasil Penawaran Umum
June 8, 2019 Information Disclosure that the Public Needs to Know Submitting a Report on the Use
of Proceeds from Public Offering
Keterbukaan Informasi yang Perlu Diketahui Publik Penjelasan Garuda Indonesia Atas
10 Juni 2019 Tuduhan Price Fixing dan Putusan Denda Oleh Pengadilan Australia
June 10, 2019 Disclosure of Information that the Public Needs to Know about Garuda Indonesia
Regarding Price Fixing and Penalty Allegations by the Australian Court
Keterbukaan Informasi yang Perlu Diketahui Publik Penjelasan Garuda Indonesia Atas
18 Juni 2019 Tuduhan Price Fixing dan Putusan Denda Oleh Pengadilan Australia (KOREKSI)
June 18, 2019 Disclosure of Information that the Public Needs to Know about Garuda Indonesia
Explaining Price Fixing and Penalty Allegations by the Australian Court (CORRECTION)
Keterbukaan Informasi yang Perlu Diketahui Publik Perpanjangan Waktu Pemenuhan
12 Juli 2019 Perintah tertulis Otoritas Jasa Keuangan oleh Perseroan
July 12, 2019 Disclosure of Information that the Public Needs to Know is Extension of Fulfillment of
Financial Service Authority written instructions by the Company

No. Surat Tanggal Perihal

No.
No Letter Dated Subject
Keterbukaan Informasi yang Perlu Diketahui Publik Berita Pers LK AUDITED 2018 &
Q12019 DISAJIKAN KEMBALI; Garuda Indonesia Bukukan Laba Usaha USD19,7 Juta
26 Juli 2019 Pada Q12019
July 26, 2019 Information Disclosure that the Public Needs to Know Press Release LK AUDITED
2018 & Q12019 PRESENTED; Garuda Indonesia Records Operating Profit of USD19.7
Million in Q12019
Keterbukaan Informasi yang Perlu Diketahui Publik Penyampaian Laporan Pemenuhan
1 Agustus 2019 Sanksi Administratif PT Garuda Indonesia (Persero) Tbk
August 1, 2019 Disclosure of Information that the Public Needs to Know Submitting a Report on the
Compliance with Administrative Sanctions of PT Garuda Indonesia (Persero) Tbk
16 Desember 2019 Keterbukaan Informasi terkait Aksi Korporasi
12. GARUDA/JKTDS/SPE-20079/2019
December 16, 2019 Information Disclosure related to Corporate Action

PROGRAM ANTI KORUPSI ANTI CORRUPTION PROGRAM
Perseroan menetapkan Pedoman Etika Bisnis dan Etika Kerja The Company stipulates the Guidelines for Business Ethics
yang salah satu isinya mengenai anti korupsi. Kebijakan and Work Ethics, which contains anti-corruption. This anti-
anti korupsi ini telah disepakati antara pihak manajemen corruption policy has been agreed between the management
dan serikat karyawan dengan dimasukkannya dalam and the employee union by including it in one of the articles
salah satu pasal di Perjanjian Kerja Bersama mengenai in the Collective Labor Agreement concerning the rights
hak dan kewajiban para pihak. Sedangkan konsekuensi and obligations of the parties. While the consequences of
pelanggaran atas kebijakan anti korupsi tersebut diatur di violating the anti-corruption policy are regulated in the
dalam Manual Human Capital. Pelanggaran terkait korupsi Human Capital Manual. Violations related to corruption
dapat dikategorikan ke dalam pelanggaran disiplin tingkat can be categorized into disciplinary violations level II or
II atau bahkan tingkat III. even level III.
Perseroan juga telah menandatangani Nota Kesepahaman The Company also signed a Memorandum of Understanding
antara Perseroan dengan Komisi Pemberantasan Korupsi between the Company and the Corruption Eradication
(KPK) pada 10 Februari 2011, untuk melaksanakan Program Commission (KPK) on February 10, 2011, to implement the
Pengendalian Gratifikasi (PPG) di lingkungan Perseroan. Gratification Control Program (PPG) within the Company.
PPG merupakan program inisiatif yang diimplementasikan PPG is an initiative program implemented in order to
dalam rangka menginternalisasikan nilai-nilai perusahaan internalize corporate values as well as GCG principles.
serta prinsip-prinsip GCG. Kebijakan pengendalian gratifikasi The gratification control policy is based on provisions
berdasar pada ketentuan bahwa setiap karyawan Perseroan that every employee of the Company is not allowed to
tidak diperbolehkan menerima gratifikasi dan harus accept gratuities and must make a report (disclosure) to
membuat laporan (disclosure) kepada Perseroan (apabila the Company (if accepting all forms of gifts because they
menerima segala bentuk pemberian karena dihadapkan are faced with conditions that are difficult to refuse and /
pada kondisi yang sulit untuk melakukan penolakan dan/ or reject). The Company has issued provisions regarding
atau penolakan). Perseroan telah menerbitkan ketentuan gratification control through the Decree of the President
mengenai pengendalian gratifikasi melalui Surat Keputusan Director of the Company.
Direktur Utama Perseroan.
KODE ETIK CODE OF ETHICS

Dalam rangka pengembangan dan penyempurnaan praktik In the context of developing and refining GCG practices,
GCG, Perseroan telah merumuskan kebijakan terkait kode the Company has formulated a policy related to a code of
etik berupa Pedoman Etika Bisnis dan Etika Kerja yang ethics in the form of Guidelines for Business Ethics and Work
berperan sebagai pedoman standar sikap dan perilaku dalam Ethics which acts as a standard guideline for attitudes and
pelaksanaan segenap aktivitas bisnis sekaligus pencapaian behaviors in carrying out all business activities as well as
visi dan misi Perseroan. achieving the Company’s vision and mission.
Sebagai pedoman sikap dan perilaku, Pedoman Etika Bisnis As a guideline for attitudes and behavior, the Code of
dan Etika Kerja mengacu pada praktik industri terbaik Business Ethics and Work Ethics refers to industry best
dengan memperhatikan kesesuaian terhadap peraturan practices with due regard to compliance with applicable laws
perundang-undangan yang berlaku di Indonesia. Melalui and regulations in Indonesia. Through the implementation
penerapan Pedoman Etika Bisnis dan Etika Kerja yang of the Comprehensive Business Ethics and Work Ethics

menyeluruh untuk seluruh insan Perseroan tanpa terkecuali, Guidelines for all of the Company’s people without exception,
Perseroan juga berharap mampu meningkatkan kesadaran the Company also hopes to be able to increase awareness and
dan mengarahkan pola pikir, sikap, dan perilaku segenap direct the mindset, attitudes, and behaviors of all employees
karyawan pada pengelolaan usaha yang baik sesuai prinsip- towards good business management in accordance with GCG
prinsip GCG dan hubungan yang selaras dengan pemangku principles and harmonious relationships with stakeholders
kepentingan dalam jangka waktu panjang. long-term interests.
POKOK-POKOK KODE ETIK CODE OF CONDUCT

Pedoman Etika Bisnis dan Etika Kerja PT Garuda Indonesia The Guidelines for PT Garuda Indonesia (Persero) Tbk.
(Persero) Tbk., diresmikan pertama kali pada 10 Februari 2011 Business Ethics and Work Ethics, were first inaugurated on
ditandai dengan penandatanganan Komitmen oleh Direksi, February 10, 2011 marked by the signing of Commitments
Dewan Komisaris, Pejabat Vice President, dan GM Kantor by the Directors, Board of Commissioners, Acting Vice
Cabang. Pedoman Etika Bisnis dan Etika Kerja Perseroan telah President, and GM Branch Offices. The Company’s Business
disahkan dengan Surat Keputusan Direktur Utama Perseroan Ethics and Work Ethics Guidelines have been ratified with
pada 11 Maret 2011 dan terakhir kali diperbaharui pada the Decree of the President Director of the Company on
tanggal 11 Agustus 2017. Pada saat laporan ini disusun, March 11, 2011 and last updated on August 11, 2017. At
Pedoman Etika Bisnis dan Etika Kerja sedang dalam tahap the time this report was prepared, the Guidelines for Business
review untuk dilakukan penyempurnaan kembali. Ethics and Work Ethics are in the review stage for revision.
Pedoman Etika Bisnis dan Etika Kerja memuat diantaranya The Guidelines for Business Ethics and Work Ethics include
sebagai berikut: the following:
1. Jati Diri Perusahaan, yang berisi mengenai Visi dan 1. Company Identity, which contains the Company’s Vision
Misi Perseroan, Tata Nilai Perseroan serta Perilaku and Mission, Company Values and Main Behavior that
Utama yang harus ditampilkan oleh pegawai Perseroan; must be displayed by Company employees;
2. Perilaku Terpuji yang menjelaskan mengenai hubungan 2. Honest Behavior that describes relationships with the
dengan Perseroan, hubungan dengan pelanggan, Company, relationships with customers, relationships
hubungan dengan mitra kerja, hubungan dengan with partners, relationships with shareholders,
pemegang saham, hubungan dengan kreditur, dan relationships with creditors, and relationships with
hubungan dengan pesaing; competitors;
3. Kepatuhan dalam bekerja yang menjelaskan mengenai 3. Compliance with work that explains how transparency
bagaimana transparansi komunikasi dan informasi of communications and financial information, handling
keuangan, penanganan benturan kepentingan, conflicts of interest, controlling gratuities, protecting
pengendalian gratifikasi, perlindungan terhadap aset Company assets and protecting Company secrets;
Perseroan dan perlindungan terhadap rahasia Perseroan;
4. Tanggung jawab insan Perseroan yang menjelaskan 4. The responsibilities of the Company’s people who
mengenai tanggung jawab kepada masyarakat, explain the responsibilities to the community, the
tanggung jawab kepada pemerintah dan tanggung responsibility to the government and the responsibility
jawab kepada lingkungan; to the environment;
5. Penegakan Etika Bisnis dan Etika Kerja yang menjelaskan 5. Enforcement of Business Ethics and Work Ethics which
mengenai pelaporan pelanggaran whistleblowing explains the reporting of violations of the whistleblowing
system (WBS), sanksi atas pelanggaran, sosialisasi system (WBS), sanctions for violations, dissemination
Etika Bisnis dan Etika Kerja, penandatanganan Pakta of Business Ethics and Work Ethics, signing of Integrity
Integritas oleh seluruh insan Perseroan. Pact by all people of the Company.
KEPATUHAN TERHADAP KODE ETIK COMPLIANCE WITH CODE OF ETHICS

Pedoman Etika Bisnis dan Etika Kerja berlaku secara universal The Code of Business Ethics and Work Ethics applies universally
yang berarti bahwa semua nilai dalam Pedoman Etika which means that all values in the Code of Business Ethics
Bisnis dan Etika Kerja berlaku bagi setiap level organisasi and Work Ethics apply to every level of organization in the
di Perseroan mulai dari Dewan Komisaris, Direksi, pejabat Company starting from the Board of Commissioners, Directors,
struktural dan seluruh staf non struktural. structural officers and all non-structural staff.
PENYEBARLUASAN KODE ETIK DISSEMINATION OF CODE OF ETHICS

Pedoman Etika Bisnis dan Etika Kerja disosialisasikan The Guidelines for Business Ethics and Work Ethics are
kepada seluruh level organisasi melalui acara tatap muka disseminated to all levels of the organization through face-
secara langsung, tulisan-tulisan pada media intra pegawai to-face events, writings on intra-employee media and the

dan situs resmi Perseroan. Pedoman Etika Bisnis dan Etika Company’s official website. The Guidelines for Business
Kerja juga disosialisasikan kepada Pemasok dan Pelanggan, Ethics and Work Ethics are also disseminated to Suppliers
melalui acara gathering. and Customers, through gathering events.
UPAYA PENERAPAN DAN PENEGAKAN KODE ETIK EFFORTS TO APPLY AND ENFORCEMENT CODE OF ETHICS
Nilai-nilai budaya Perseroan menjadi akar dari penerapan The Company’s cultural values are at the root of the
dan penegakan etika bisnis dan etika kerja di Perseroan. application and enforcement of business ethics and work
Perseroan melakukan upaya sosialisasi, internalisasi, dan ethics in the Company. The Company consistently conducts
pemantauan secara konsisten agar Pedoman Etika Bisnis outreach, internalization, and monitoring efforts so that the
dan Etika Kerja benar-benar mendasari sikap dan perilaku Guidelines for Business Ethics and Work Ethics truly underlie
kerja pegawai sehari-hari. People Manager berperan sebagai the attitudes and work behavior of daily employees. Peop
teladan dalam penegakan dan penerapan kode etik. le Manager serves as a role model in the enforcement and
application of a code of ethics.
Sebagai wujud komitmen Insan Garuda Indonesia terhadap As a form of Garuda Indonesia’s commitment to the
penerapan dan penegakan Pedoman Etika Bisnis dan Etika implementation and enforcement of the Business Ethics
Kerja, maka setiap tahunnya seluruh Insan Garuda Indonesia and Work Ethics Guidelines, every year all Garuda Indonesia
diwajibkan untuk menandatangani Pakta Integritas yang Personnel are required to sign an Integrity Pact contained in
termuat di dalam Pedoman Etika Bisnis dan Etika Kerja. the Business Ethics and Work Ethics Guidelines. The signing
Penandatanganan Pakta Integritas yang dilakukan oleh of the Integrity Pact carried out by all Garuda Indonesia
seluruh Insan Garuda Indonesia merupakan bagian dari personnel is part of the indicators / parameters for evaluating
indikator/parameter bagi penilaian penerapan tata kelola the implementation of good corporate governance.
perusahaan yang baik.
Di sisi lain, sistem pelaporan dalam penegakan etika bisnis On the other hand, a reporting system in upholding business
dan etika kerja juga dibangun agar Insan Garuda Indonesia ethics and work ethics is also being built so that Garuda
selalu menghindarkan diri dari hal-hal yang terkait gratifikasi Indonesia personnel always avoid the things related to gratuity
dan pelanggaran etika melalui penerapan Whistleblowing and ethical violations through the implementation of the
System. Untuk mendukung penerapan Pedoman Etika Bisnis Whistleblowing System. To fully support the implementation of
dan Etika Kerja secara penuh, Perseroan melaksanakan the Business Ethics and Work Ethics Guidelines, the Company
sosialisasi dan publikasi etika tersebut. carries out the socialization and publication of these ethics.
Di antara upaya sosialisasi dan penegakan penerapan Pedoman Among the efforts to socialize and enforce the Business
Etika Bisnis dan Etika Kerja tersebut adalah penyusunan dan Ethics and Work Ethics Guidelines are the preparation and
penandatanganan pernyataan komitmen terhadap Pedoman signing of commitments to the Code of Conduct by the Board
Etika Bisnis dan Etika Kerja (Code of Conduct) oleh Dewan of Commissioners and Directors and all Garuda Indonesia
Komisaris dan Direksi serta seluruh Insan Garuda Indonesia. personnel. Since 2014, the commitment of Compliance
Sejak tahun 2014, komitmen Kepatuhan terhadap Pakta to the Integrity Pact has been carried out by all Garuda
Integritas dilakukan oleh seluruh Insan Garuda Indonesia Indonesia personnel through approval in the Company’s
melalui persetujuan dalam media portal internal Perseroan. internal media portal. With this system in place, employees
Dengan adanya sistem tersebut, maka pegawai tidak lagi no longer sign a statement of physical compliance.
menandatangani pernyataan kepatuhan secara fisik.
Selain itu, Perseroan juga bekerja sama dengan pihak In addition, the Company also cooperates with external
eksternal untuk memupuk integritas dan kepatuhan seluruh parties to foster the integrity and compliance of all people
insan Perseroan pada peraturan perundang-undangan. of the Company in the legislation. Among others through
Antara lain melalui sosialisasi identifikasi dan pencegahan the socialization of identification and prevention of business
praktik kecurangan bisnis termasuk suap, korupsi, dan fraud practices including bribery, corruption, and gratification
gratifikasi oleh KPK. by the KPK.
JENIS SANKSI PELANGGARAN KODE ETIK TYPES OF VIOLATIONS OF CODE OF ETHICS

Perseroan mengatur jenis-jenis pelanggaran kode etik The Company regulates the types of violations of the code of
yang dilakukan oleh pegawai di lingkungan Perseroan conduct committed by employees within the Company as a
sebagai suatu pelanggaran disiplin. Pelanggaran disiplin violation of discipline. Violation of discipline with reference
dengan mengacu pada ketentuan Perjanjian Kerja Bersama to the provisions of the 2014-2016 Joint Collective Labor

Periode 2014-2016 dan perpanjangannya dapat dikenai Agreement and its extension may result in the imposition
penjatuhan sanksi. Jenis pelanggaran dan jenis sanksi yang of sanctions. The types of violations and types of sanctions
diatur adalah sebagai berikut: that are regulated are as follows:
I. Jenis Pelanggaran Disiplin dengan jenis sanksi yang I. Types of Disciplinary Violations with the type of
diberikan adalah Surat Peringatan Indisipliner secara sanctions imposed are Written Disciplinary Warnings,
tertulis, untuk perbuatan sebagai berikut: for the following acts:
a. Datang terlambat atau pulang sebelum waktunya a. Come late or go home prematurely without
tanpa izin dari atasan. permission from superiors.
b. Melanggar ketentuan kehadiran/absensi. b. Violating the attendance / attendance provisions.
c. Tidur di tempat kerja dalam jam kerja. c. Sleep at work during work hours.
d. Mengabaikan ketentuan berpakaian seragam/kerja d. d. Disregard the provisions of uniform / work dress and
dan alat pelengkapnya serta penggunaan tanda its complementary equipment and use of identification,
pengenal, kecuali ditentukan lain oleh Perusahaan. unless otherwise specified by the Company.
e. Tidak Melaporkan atau melaporkan tetapi dalam e. Not Reporting or reporting but within a period of
jangka waktu lebih dari 6 (enam) bulan setiap more than 6 (six) months each change of personal
perubahan data pribadi dan susunan keluarga data and family composition to the work unit in
kepada unit kerja yang membidangi Personalia charge of Personnel Directorate / SBU which
Direktorat/SBU yang meliputi: includes:
a. Alamat/domisili Pegawai a. Employee’s address / domicile
b. Perubahan susunan keluarga yang disebabkan b. Changes in family structure caused by events:
oleh peristiwa:
»» Pernikahan/perceraian; »» Marriage / divorce;
»» Kelahiran Anak; »» Child Birth;
»» Kematian istri / suami / anak / orang »» Death of wife / husband / child / parents
tua / mertua; / in-laws;
»» Saudara kandung, orang tua, mertua, »» Siblings, parents, parents-in-law,
suami/isteri yang bekerja di Perusahaan husband / wife who work in the
atau Anak Perusahaan; Company or Subsidiaries;
»» Anak yang telah bekerja sebagai »» Children who have worked as Permanent
Pegawai Tetap; atau Employees; or
»» Anak yang telah menikah. »» Married children..
II. Jenis Pelanggaran Disiplin Tingkat II yang terdiri dari II. Types of Level II Disciplinary Violations consisting of
jenis pelanggaran disiplin tingkat II A dan pelanggaran type II disciplinary violations A and level II disciplinary
disiplin tingkat II B dengan jenis sanksi yang diberikan violations with the type of sanctions provided are a
adalah pemotongan gaji sebesar 10% yang berlaku salary deduction of 10% which is valid for a period of
untuk masa 6 bulan serta pembebasan dari jabatan 6 months and exemption from structural positions for
struktural bagi pejabat struktural dan pemotongan gaji structural officials and salary deductions of 30 % for
sebesar 30% untuk masa 12 bulan serta pembebasan a period of 12 months and exemption from structural
dari jabatan struktural bagi pejabat struktural, untuk positions for structural officials, for the following acts:
perbuatan sebagai berikut:
A. Jenis Pelanggaran tingkat II A meliputi: A. Types of level II A violations include:
a. Tidak segera melaporkan kepada atasannya, a. Not immediately report to their superiors,
apabila mengetahui ada hal yang dapat if they know that there are things that can
membahayakan atau merugikan Perusahaan, harm or harm the Company, especially in the
terutama di bidang keamanan, keuangan field of security, finance and / or material.
dan/atau materiil.
b. Menggunakan inventaris milik Perusahaan b. Use the Company’s inventory for personal
untuk keperluan pribadi tanpa izin tertulis use without written permission from the
dari Perusahaan. Company.
c. Bekerja dengan tidak mengindahkan prosedur c. Work with no regard for applicable work
kerja yang berlaku dan berdampak merugikan procedures and have a detrimental impact on
perusahaan di bidang keamanan, keuangan, the company in the field of security, finance,
dan/atau material. and / or material.
d. Atasan tidak membina dan membimbing d. Superiors do not foster and guide their
bawahannya dalam melaksanakan tugasnya subordinates in carrying out their duties
dan atau tidak mengembangkan karirnya. and or do not develop their careers.

e. Membawa senjata api/tajam atau yang e. Bring firearms/sharp or dangerous to the

membahayakan ke dalam lingkungan Company unless the authorized bear it.
Perusahaan kecuali yang berwenang
menyandangnya.
f. Melakukan pekerjaan yang bukan tugasnya f. Perform work that is not his job that can
yang dapat membahayakan atau merugikan endanger or harm the Company or that is
Perusahaan atau yang diduga dapat suspected to endanger himself without
membahayakan dirinya tanpa perintah tertulis written instructions from superiors.
dari atasan.
g. Lebih dari 3 hari hingga 9 hari kerja berturut- g. More than 3 days to 9 working days in a row do
turut tidak masuk bekerja tanpa izin atasan. not go to work without permission from superiors.
h. Bersikap tidak pantas sebagai Pegawai, h. Acting inappropriate as an Employee, issuing
mengeluarkan ucapan kotor, berlaku tidak dirty speech, behaving disrespectfully to
sopan baik terhadap atasan maupun sesama both superiors and fellow Employees during
Pegawai pada jam kerja. working hours.
i. Melakukan kewajiban tanpa mengindahkan i. Perform obligations without regard to
prosedur kerja yang berlaku. applicable work procedures.
j. Memberikan contoh yang tidak baik terhadap j. Give bad examples to subordinates or fellow
bawahannya atau sesama Pekerja. workers.
k. Menolak/mengabaikan penugasan tertulis k. Refuse/ignore written assignments from
dari atasan yang berwenang yang berkaitan authorized superiors related to job desc
dengan job desc yang sesuai dengan SOP, in accordance with SOP, GCG, and not in
GCG, dan tidak bertentangan dengan PKB conflict with PKB and the law.
dan undang-undang.
l. Menolak pemeriksaan, pengobatan dan l. Refuse examination, treatment and care as
perawatan serta usaha perlindungan lainnya well as other protection efforts in the health
di bidang kesehatan yang dipandang perlu sector deemed necessary by the company,
oleh perusahaan, dan tidak bertentangan and do not conflict with PKB and the law.
dengan PKB dan undang-undang.
m. Atasan langsung Pegawai yang tidak m. Direct supervisors of Employees who do
melaksanakan pasal tentang Manajemen not implement the article on Performance
Kinerja. Management.
n. Atasan Pegawai/Pejabat Yang Berwenang n. Employee Superiors/Officers Authorized
Menghukum, tidak menindaklanjuti Surat to Punish, do not follow up on Employee
Keberatan Pegawai atas hukuman yang Objection Letter for sentences according to
dijatuhkan sesuai ketentuan PKB. PKB regulations.
o. Penyalahgunaan Waktu Kerja Lembur. o. Abuse of Overtime.
B. Jenis Pelanggaran tingkat II B meliputi: B. Types of level II B Violations include:

a. Melakukan kegiatan bersama dengan atasan, a. Conducting joint activities with superiors,
teman sejawat, bawahan atau Pihak lain peers, subordinates or other Parties inside
didalam maupun di luar lingkungan kerjanya or outside their work environment for
dengan tujuan untuk keuntungan pribadi atau the purpose of personal or other parties’
pihak lain, yang secara langsung atau tidak benefits, which directly or indirectly harm
langsung merugikan Perusahaan. the Company.
b. Memiliki, menyalahgunakan, memberikan, b. Owning, misusing, giving, selling,
menjual, menggadaikan, menjaminkan, mortgaging, guaranteeing, granting, renting,
menghibahkan, menyewakan, meminjamkan lending goods, money, securities belonging
barang, uang, surat-surat berharga milik to the Company and / or Third Parties that
Perusahaan dan/atau Pihak Ketiga yang are being illegally controlled by the Company.
sedang dikuasai Perusahaan secara tidak sah.
c. Menyalahgunakan wewenang dan jabatan c. Abusing authority and position which is
yang merugikan Perusahaan untuk detrimental to the Company for personal
keuntungan pribadi dan pihak lain. and other parties’ benefits.

d. Menjadi Pegawai atau bekerja pada Perusahaan d. Become an employee or work for another
lain dengan core bisnis yang sama atau jenis company with the same core business or the
usaha yang sama yang dipunyai Perusahaan same type of business that the company has
dan secara langsung merugikan Perusahaan. and directly disadvantages the company.
e. Dengan ceroboh atau sengaja melakukan e. Carelessly or intentionally committing acts
perbuatan yang dapat merusak atau that could damage or leave the Company’s
membiarkan dalam keadaan bahaya barang property in danger, causing harm to the
milik Perusahaan yang menimbulkan kerugian Company.
bagi Perusahaan.
f. Tidak menindaklanjuti rekomendasi atas f. Not following up on recommendations on
temuan Satuan Pengawasan Intern. the findings of the Internal Audit Unit.
g. Pejabat yang membuat keputusan yang g. Officials who make decisions that violate the
melanggar ketentuan PKB dan perundang- provisions of the CLA and applicable laws.
undangan yang berlaku.
h. Menerima Hadiah atau sesuatu pemberian h. Receiving a Gift or something in the form of
berupa apa saja dari siapapun juga yang anything from anyone who is known that the
diketahui bahwa pemberian itu berkaitan gift is related to the position or work of the
dengan jabatan atau pekerjaan Pegawai yang relevant Employee in question the gift may
bersangkutan yang pemberian dimaksud harm the Company.
dapat merugikan Perusahaan.
i. Membocorkan dan memanfaatkan rahasia i. Leaking and utilizing company secrets
dan/atau dokumen Perusahaan yang and / or documents that are known due to
diketahui karena kedudukan jabatan untuk their position for personal or other parties’
kepentingan pribadi atau pihak lain yang interests that can harm the Company except
dapat merugikan Perusahaan kecuali hal-hal for matters relating to corruption.
yang berkaitan dengan korupsi.
j. Secara langsung atau tidak langsung memiliki j. Directly or indirectly have capital participation
penyertaan modal dalam Perusahaan lain in other companies whose business activities
yang kegiatan usahanya berada dalam are within the scope of their authority and can
ruang lingkup kewenangannya dan dapat determine the implementation or policy of
menentukan penyelenggaraan atau jalannya PT Garuda Indonesia (Persero) Tbk and harm
kebijakan PT Garuda Indonesia (Persero) the Company both directly and indirectly.
Tbk dan merugikan Perusahaan baik secara
langsung maupun tidak langsung.
k. Melakukan pungutan secara tidak sah / k. Conduct illegal levies / against the law in
melawan hukum dalam bentuk apapun any form whatsoever in carrying out their
juga dalam melaksanakan tugasnya untuk duties for personal or other parties’ interests.
kepentingan pribadi atau pihak lain.
l. Tidak bersedia menjalani pemeriksaan l. Not willing to undergo a medical examination
kesehatan yang berkaitan dengan upaya related to efforts to prevent and control drug
pencegahan dan penanggulangan penggunaan / psychotropic use.
narkoba/psikotropika.
m. Tidak memperhatikan dan menyelesaikan m. Not paying attention and completing as well
dengan sebaik-baiknya setiap laporan yang as possible every report received regarding
diterima mengenai pelanggaran disiplin. disciplinary violations.
III. Jenis Pelanggaran Disiplin Tingkat III dengan jenis III. Types of Disciplinary Level III violations with the type
sanksi yang diberikan adalah pemutusan hubungan of sanctions provided are termination of employment
kerja (PHK), untuk perbuatan sebagai berikut: (FLE), for the following acts:
a. Pegawai terbukti melakukan pencurian, a. Employees are proven to have committed
penggelapan, penipuan, pemalsuan, theft, embezzlement, fraud, counterfeiting,
pemerasan, terhadap barang dan/atau uang extortion of goods and / or money belonging
milik sesame Pegawai dan/atau Perusahaan. to fellow Employees and / or Companies.
b. Mabuk, meminum minuman keras yang b. Getting drunk, drinking intoxicating liquor
memabukkan di Lingkungan Kerja Perusahaan. in the Company Work Environment.

c. Menganiaya, atau mengintimidasi sesama c. Persecuting, or intimidating fellow employees

Pegawai di Lingkungan Kerja Perusahaan. in the Company Work Environment.
d. Perbuatan yang dilakukan berkaitan d. The acts carried out relating to drugs
dengan NAPZA (Narkotika, Psikotropika (Narcotics, Psychotropic and Addictive
dan Zat Adiktif) tanpa sepengetahuan dan Substances) without the knowledge and
pengawasan dokter seperti menjadi pecandu, supervision of doctors such as becoming
pengguna, produsen, pengedar dan/atau addicts, users, producers, dealers and / or
membantu pengedaran. help distribution.
e. Dengan sengaja menyalahgunakan fasilitas e. Deliberately abusing flight concession
konsesi terbang, seperti: menjual dan/atau facilities, such as: selling and / or transferring.
memindahtangankan.
f. Dengan sengaja menyalahgunakan fasilitas f. Deliberately abusing health facilities, such as
kesehatan, seperti memindahtangankan transferring the right to treatment.
hak berobat.
g. Melanggar ketentuan Cuti Di Luar g. Violating the terms of the Leave Outside the
Tanggungan Perusahaan. Company’s dependents.
h. Selama 10 (sepuluh) hari kerja berturut- h. For 10 (ten) working days consecutively
turut tidak masuk bekerja tanpa izin atasan absent from work without permission from
tanpa keterangan tertulis yang dilengkapi superiors without written information that
dengan bukti yang sah dan telah dipanggil is accompanied by valid evidence and has
oleh perusahaan 2 (dua) kali secara patut been summoned by the company 2 (two)
dan tertulis. times properly and in writing.
i. Melakukan pelecehan seksual terhadap i. Sexually harass fellow employees or the
sesama Pegawai atau masyarakat yang community committed in the Company’s
dilakukan di Lingkungan Kerja Perusahaan. Work Environment.
j. Melakukan tindakan Korupsi sebagaimana j. Conduct Corruption as regulated by the
diatur oleh Undang-undang Anti Korupsi. Anti-Corruption Law.
k. Menghalang-halangi Pegawai yang k. Blocking employees who report suspected
melaporkan adanya dugaan tindak korupsi. corruption
JUMLAH PELANGGARAN DAN SANKSI YANG NUMBER OF VIOLATIONS AND SANCTIONS

DIBERIKAN PROVIDED
Sepanjang tahun 2019 Perseroan menjatuhkan sanksi atas Throughout 2019 the Company imposed sanctions for
pelanggaran yang dilakukan oleh pegawai sebagai berikut: violations committed by employees as follows:
1. Pelanggaran disiplin tingkat II A dijatuhi sanksi tingkat 1. Discipline in level II A discipline is subject to sanctions
II A sebanyak 9 (sembilan) perkara kepada 9 pegawai. of level II A of 9 (nine) cases to 9 employees.
2. Pelanggaran disiplin tingkat II B dijatuhi sanksi tingkat II B 2. Discipline of level II B is subject to sanctions of level II
sebanyak 22 (dua puluh dua) perkara kepada 22 pegawai. B of 22 (twenty two) cases to 22 employees.
3. Pelanggaran disiplin tingkat III dijatuhi sanksi 3. Level III disciplinary violations are subject to sanctions
pemutusan hubungan kerja (PHK) sebanyak 4 (empat) termination of employment (PHK) of 4 (four) cases to
perkara kepada 4 (empat) pegawai. 4 (four) employees.
KEBIJAKAN GRATIFIKASI GRATIFICATION POLICY

Sebagai tindak lanjut dari ditandatanganinya Nota As a follow up to the signing of a Memorandum of
Kesepahaman antara Perseroan dengan Komisi Pemberantas Understanding between the Company and the Corruption
Korupsi (KPK) pada tanggal 10 Februari 2011, Perseroan Eradication Commission (KPK) on February 10, 2011, the
mencanangkan dan mulai melaksanakan Program Company launched and began implementing the Gratification
Pengendalian Gratifikasi (PPG). Control Program (PPG).
Program pengendalian gratifikasi merupakan inisiatif The gratification control program is a program initiative in
program dalam rangka mengimplementasikan tata nilai the framework of implementing corporate values, especially
Perseroan, terutama nilai-nilai kejujuran (honesty) dan honesty and integrity values as well as the implementation of
integritas (integrity) serta implementasi dari prinsip-prinsip the principles of Good Corporate Governance, especially the
Good Corporate Governance terutama prinsip transparansi, principles of transparency, responsibility and independence.
responsibilitas dan independen.

Kebijakan pengendalian gratifikasi Perusahaan adalah bahwa The Company’s gratification control policy is that every
setiap karyawan Garuda Indonesia tidak diperbolehkan Garuda Indonesia employee is not permitted to accept
menerima gratifikasi dan harus membuat laporan (disclose) gratuities and must make a report (disclose) to the company
kepada perusahaan dalam hal penerimaan gratifikasi tidak in the event that gratuity is inevitable because it is faced
dapat dihindarkan karena dihadapkan pada kondisi yang with conditions that are difficult to refuse.
sulit untuk melakukan penolakan.
Perusahaan telah menerbitkan ketentuan mengenai The Company has issued provisions regarding gratification
pengendalian gratifikasi sebagaimana diatur dalam Surat control as regulated in Decree of the President Director
Keputusan Direktur Utama No. JKTDZ/SKEP/50001/13 No. JKTDZ / SKEP / 50001/13 dated January 9, 2013
tanggal 09 Januari 2013 tentang Pengendalian Gratifikasi di concerning Gratification Control in the Environment of PT
Lingkungan PT Garuda Indonesia (Persero) Tbk. Pada tahun Garuda Indonesia (Persero) Tbk. In 2017, the company made
2017, perusahaan melakukan penyempurnaan ketentuan improvements to the gratification control provisions with
pengendalian gratifikasi dengan terbitnya Surat Keputusan the issuance of Decree of the President & CEO No. JKTDZ
Direktur Utama No. JKTDZ/SKEP/50048/17 tanggal / SKEP / 50048/17 dated 22 November 2017 concerning
22 November 2017 tentang Pengendalian Gratifikasi di Gratification Control in the Environment of PT Garuda
Lingkungan PT Garuda Indonesia (Persero) Tbk yang kemudian Indonesia (Persero) Tbk which was then re-elaborated in
dijabarkan kembali dalam Surat Keputusan Direktur SDM & the Decree of the Director of HR & General No. JKTDI /
Umum No. JKTDI/SKEP/50042/17 tanggal 12 Desember SKEP / 50042/17 dated 12 December 2017 concerning
2017 tentang Pedoman Pemberian, Penerimaan dan Tata Guidelines for Giving, Receiving and Reporting Procedures
Cara Pelaporan Penerimaan dan Penolakan Gratifikasi di for Acceptance and Rejection of Gratuities in PT Garuda
Lingkungan PT Garuda Indonesia (Persero) Tbk. Indonesia (Persero) Tbk.
Garuda Indonesia menjalin kerja sama dengan Komisi Garuda Indonesia cooperates with the Corruption Eradication
Pemberantasan Korupsi (KPK) dalam membangun Commission (KPK) in developing gratuity control programs
program pengendalian gratifikasi di Garuda Indonesia. in Garuda Indonesia. The KPK provided technical assistance
KPK memberikan bantuan teknis dalam bentuk assessment in the form of an assessment of Garuda Indonesia’s readiness
atas kesiapan Garuda Indonesia untuk menjalankan program to carry out the gratification control program and training for
pengendalian gratifikasi dan pelatihan bagi Tim Program the Gratification Control Team (PPG) formed by the Company,
Pengendalian Gratifikasi (PPG) yang dibentuk Perseroan, as well as monitoring and evaluating the implementation
serta melakukan monitoring dan evaluasi atas pelaksanaan of the gratification control program.
program pengendalian gratifikasi.
PENGELOLAAN PENGENDALIAN GRATIFIKASI GRATIFICATION CONTROL MANAGEMENT

Unit pengendali gratifikasi (UPG) sebagai pengelola laporan The gratuity control unit (UPG) as the manager of gratuity
gratifikasi menerima laporan penerimaan/penolakan reports receives reports of acceptance / rejection of gratuities
gratifikasi yang disampaikan oleh Insan Garuda Indonesia. submitted by Garuda Indonesia personnel. UPG recapitulates
UPG merekapitulasi laporan penerimaan/penolakan reports of acceptance / rejection of gratuities and submits
gratifikasi dan menyampaikan kepada KPK secara berkala. them to the KPK regularly. The KPK will determine the
KPK akan menetapkan status kepemilikan atas laporan ownership status of the gratuity receipt report and submit
penerimaan gratifikasi dan menyampaikannya kepada it to the Company through the UPG for further action.
Perseroan melalui UPG untuk ditindaklanjuti.
SOSIALISASI KEBIJAKAN GRATIFIKASI GRATIFICATION POLICY SOCIALIZATION

Perseroan melakukan sosialisasi program pengendalian The Company disseminates intensive and consistent
gratifikasi secara intensif dan konsisten ke seluruh pegawai gratification control programs to all Garuda Indonesia
Garuda Indonesia melalui media komunikasi Perusahaan employees through the Company’s electronic communication
secara elektronik, seperti email. Pada tahun 2019, Perseroan media, such as e-mail. In 2019, the Company conducted
melakukan sosialisasi Gratifikasi kepada Direksi, Dewan a socialization on Gratification to the Directors, Board of
Komisaris, dan pegawai dengan bekerjasama dengan Komisi Commissioners, and employees in collaboration with the
Pemberantasan Korupsi. Corruption Eradication Commission.
Sosialisasi kepada pemangku kepentingan lainnya dilakukan Dissemination to other stakeholders is carried out by
dengan memuat pedoman etika bisnis dan etika kerja including guidelines on business ethics and work ethics
Perseroan pada website agar dapat diakses oleh para of the Company website to be accessible to stakeholders.

pemangku kepentingan. Program sosialisasi yang intensif The intensive socialization program on the principles and
atas prinsip dan kebijakan pengendalian gratifikasi Perseroan policies of the gratification control of the Company aims
bertujuan untuk menumbuhkan kesadaran dan pemahaman to foster awareness and understanding for employees
bagi pegawai maupun para pemangku kepentingan bahwa and stakeholders that gratification control is one of the
pengendalian gratifikasi merupakan salah satu aspek penting important aspects pursued by the Company in developing
yang diupayakan oleh Perusahaan dalam membangun dan and fostering a clean and integrated work environment.
menumbuhkembangkan lingkungan kerja yang bersih dan
berintegritas.
LAPORAN GRATIFIKASI TAHUN 2019 GRATIFICATION REPORT OF 2019

Sampai dengan tanggal 31 Desember 2019 jumlah laporan As of December 31, 2019, the total number of gratuity
penerimaan gratifikasi yang disampaikan oleh pelapor kepada receipt reports submitted by the reporting party to the
perusahaan melalui unit Pengendali Gratifikasi berikut status company through the Gratification Control Unit and the
penetapan kepemilikannya adalah sebagai berikut. status of ownership determination are as follows.
Status Kepemilikan Barang Jumlah

No.
Ownership Status of Goods Number
1. Milik Negara | State Owned 2

2. Disalurkan ke panti social/pihak yang membutuhkan | Distributed to social institutions / parties in need 7
3. Dalam proses KPK | In the KPK process 7
Total laporan | Total Report 16
EVALUASI PROGRAM PENGENDALIAN EVALUATION OF GRATIFICATION CONTROL

GRATIFIKASI PROGRAMS
Garuda Indonesia bersama KPK melakukan evaluasi Garuda Indonesia together with the KPK evaluated the
atas kebijakan dan implementasi program pengendalian policies and implementation of the gratification control
gratifikasi. Berdasarkan hasil evaluasi pada tahun 2019 program. Based on the evaluation results in 2019 there were
tidak terdapat rekomendasi untuk perlunya perbaikan dan no recommendations for the need to repair and improve
penyempurnaan sistem pengendalian gratifikasi di Perseroan. the gratuity control system in the Company.
WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM
PENGELOLAAN WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM MANAGEMENT
PENYAMPAIAN LAPORAN PELANGGARAN SUBMISSION OF VIOLATION REPORTS

Perseroan memiliki sistem pelaporan dugaan pelanggaran The Company has a whistleblowing system (WBS) reporting
atau whistleblowing system (WBS) secara online melalui system for alleged violations online through a web-based
sistem berbasis web dengan alamat www.ga-whistleblower. system at the address www.ga-whistleblower.com or via
com atau melalui surat elektronik whistleblower@garuda- e-mail whistleblower@garuda-indonesia.com.
indonesia.com.
Mekanisme penanganan laporan dugaan pelanggaran The mechanism for handling reports of alleged violations is
tersebut didasarkan pada Surat Keputusan Direktur Utama based on the Decree of the President & CEO of the Company
Perseroan tahun 2013 yang terakhir kali diubah tahun 2014. in 2013, which was last amended in 2014.
Dalam proses pelaporan, pelapor harus menjaga kebenaran In the reporting process, the reporter must maintain the
dan akurasi informasi yang disampaikan serta memberikan truth and accuracy of the information submitted and
informasi yang cukup untuk kelanjutan investigasi, antara provide sufficient information for the continuation of the
lain identitas pelaku, kronologi pelaporan dan tindakan investigation, including the identity of the perpetrators, the
pelanggaran yang dilakukan, serta bukti lainnya. chronology of the reporting and the violations committed,
as well as other evidence.

PERLINDUNGAN BAGI WHISTLEBLOWER PROTECTION FOR WHISTLEBLOWER

Dalam penerapan Whistleblowing System, Perseroan In implementing the Whistleblowing System, the Company
memiliki kebijakan yang menjamin perlindungan atas has a policy that guarantees the protection of the identity
identitas dari pelapor dan akan menggunakan berbagai cara of the reporter and will use various means to maintain the
untuk menjaga kerahasiaan identitas pelapor. Perlindungan confidentiality of the reporter’s identity. This confidentiality
kerahasiaan ini tertuang secara resmi dalam Surat Keputusan protection is officially stated in the Decree of the President
Direktur Utama tentang Whistleblowing System. & CEO regarding the Whistleblowing System.
JENIS PELANGGARAN YANG DAPAT DILAPORKAN TYPES OF VIOLATIONS THAT CAN BE REPORTED
Merujuk pada ketentuan yang berlaku di Perseroan, jenis- Referring to the applicable provisions in the Company, the
jenis pelanggaran yang dapat dilaporkan melalui sistem types of violations that can be reported through the WBS
WBS diantaranya sebagai berikut: system include the following:
a. Korupsi, Kolusi, Nepotisme; 1. Corruption collusion nepotism;
b. Kecurangan (Fraud); 2. Fraud (fraud);
c. Perbuatan melanggar hukum (termasuk pencurian, 3. Unlawful acts (including theft, use of violence against
penggunaan kekerasan terhadap karyawan atau employees or leaders, extortion, drug use, harassment,
pimpinan, pemerasan, penggunaan narkoba, pelecehan, other criminal acts);
perbuatan criminal lainnya);
d. Pelanggaran Etika Perusahaan atau pelanggaran norma- 4. Violation of Company Ethics or violation of norms of
norma kesopanan pada umumnya; decency in general;
e. Perbuatan yang membahayakan keamanan dan 5. Acts that endanger the security and safety of aviation,
keselamatan penerbangan, keamanan dan kesehatan occupational safety and health, or endanger the security
kerja, atau membahayakan keamanan Perusahaan; of the Company;
f. Pelanggaran prosedur operasi standar (SOP) 6. Violations of the company’s standard operating
Perusahaan, diantaranya namun tidak terbatas pada procedures (SOP), including but not limited to
prosedur pengadaan barang dan jasa. procedures for the procurement of goods and services.
PENGELOLA LAPORAN PELANGGARAN MANAGEMENT OF VIOLATION REPORTS

Pengelolaan sistem WBS di Perseroan dilakukan sesuai tata cara The management of the WBS system in the Company
dan prosedur pelaporan yang telah ditetapkan. Pengelolaan is carried out in accordance with established reporting
WBS meliputi kegiatan penanganan laporan, investigasi procedures and procedures. WBS management includes
laporan, hingga penindakan terhadap terlapor apabila terbukti handling reports, investigating reports, and taking action
terjadi pelanggaran etika bisnis dan etika kerja. Sejak tahun against reported parties if there is a violation of business
2013, pihak yang mengelola WBS dilakukan oleh pihak ethics and work ethics. Since 2013, the party managing
independen. Laporan-laporan yang masuk ke website WBS WBS has been carried out by an independent party. Reports
ditangani oleh WBS Officer yang akan melakukan analisis that enter the WBS website are handled by the WBS Officer
mengenai ada atau tidaknya indikasi pelanggaran etika who will conduct an analysis of whether or not there are
bisnis maupun etika kerja. Bila laporan tersebut memiliki indications of violations of business ethics or work ethics.
indikasi terjadi pelanggaran, maka selanjutnya akan dilakukan If the report has an indication of a violation, then an
investigasi atas laporan tersebut. Namun apabila tidak ada, investigation will be conducted on that report. However,
maka WBS Officer akan menyampaikan laporan tersebut if there is none, the WBS Officer will submit the report to
kepada unit yang bertanggung jawab terhadap penanganan the unit responsible for handling customer complaints.
keluhan pelanggan.

ALUR PELAPORAN PELANGGARAN BREACH OF VIOLATION REPORTING
Alur pelaporan melalui WBS adalah sebagai berikut: The flow of reporting through WBS is as follows:
Terbukti Pemberian
Proven sanksi pada
Laporan Masuk
pelaku yang
Melalui : Analisa dan
• Website Rekomendasi oleh
Dugaan Pelanggaran Investigasi merupakan
Alleged Violation Investigation pegawai
• Email WBS Officer
Imposition of
The report comes Analysis and sanction on
through : Recommendations TIdak Terbukti offender who is
• Website by the WBS Officer Not proven employee
Non Pelanggaran
• email
Non Violation
SOSIALISASI WHISTLEBLOWING SYSTEM SOCIALIZATION OF WHISTLEBLOWING

SYSTEM
Sepanjang tahun 2019, Perseroan melakukan sosialisasi Throughout 2019, the Company conducted WBS
WBS melalui pemasangan roll-up banner di lokasi-lokasi socialization through the installation of roll-up banners in
yang mudah terlihat di kantor utama dan kantor cabang locations that are easily visible in the main offices and branch
Perseroan dengan tujuan sebagai media sosialisasi kepada offices of the Company with the aim of being a medium of
pegawai dan masyarakat dalam mengetahui program WBS socialization to employees and the public in knowing the
Perseroan yang berisi informasi WBS dan mekanisme Company’s WBS program which contains WBS information
pelaporannya baik melalui email dan website. Selain itu, and good reporting mechanisms. via email and website. In
Perseroan juga memberikan sosialisasi langsung kepada addition, the Company also provides direct socialization to
personil Perseroan di lapangan sebagai salah satu bentuk Company personnel in the field as a form of implementation
implementasi program tata kelola perusahaan yang baik. of a good corporate governance program.
JUMLAH PENGADUAN NUMBER OF COMPLAINTS

Pada tahun 2019, jumlah total laporan yang diterima In 2019, the total number of reports received on the website
di website dan email yang dikelola oleh WBS Officer and e-mail managed by the WBS Officer totaled 20 reports,
adalah berjumlah 20 laporan, yang terdiri dari laporan consisting of reports received on the WBS website totaling
yang diterima di website WBS berjumlah 14 laporan dan 14 reports and WBS emails totaling 6 reports. From the
email WBS berjumlah 6 laporan. Dari total laporan yang total reports submitted, 4 reports or 20% of them are
masuk tersebut sebanyak 4 laporan atau sebesar 20% di reports related to alleged violations, while the remaining
antaranya merupakan laporan terkait dugaan pelanggaran, 16 reports or 80% are not included reports of alleged
sedangkan sisanya sebanyak 16 laporan atau sebesar 80% violations. There are 4 reports related to alleged violations
bukan termasuk laporan dugaan pelanggaran. Laporan that can be followed up.
terkait dugaan pelanggaran yang dapat ditindaklanjuti
sebanyak 4 laporan.
Rekapitulasi Laporan Pelanggaran 2019 Summary of 2019 Violations Reports

Jenis Laporan
No. 2018 2019
Type of Report
Laporan Kosong (testing)/tidak terkait WBS

1. 30 16
Blank Report (Testing)/ not related to WBS
Laporan Terkait WBS
2. 5 4
WBS Related Reports
a. Laporan terkait WBS yang diinvestigasi
4 4
Report related to WBS that is investigated
b. Laporan terkait WBS yang tidak diinvestigasi
1 0
Report related to WBS that is not investigated
Total Laporan Masuk
35 20
Total Received Reports

EVALUASI PENGELOLAAN SISTEM PELAPORAN EVALUATION OF MANAGEMENT OF THE

PELANGGARAN VIOLATION REPORTING SYSTEM
Perseroan terus berupaya untuk membenahi dan The Company continues to strive to improve and improve
memperbaiki sistem WBS agar dapat berjalan dengan efektif the WBS system so that it can run effectively and efficiently.
dan efisien. Berbagai metode sosialisasi terus digaungkan Various methods of socialization continue to be echoed
guna meningkatkan pemahaman dan kesadaran setiap in order to increase the understanding and awareness of
individu. Upaya ini dilakukan dengan menyempurnakan each individual. This effort is carried out by perfecting
peraturan, bekerja sama dengan pihak independen serta regulations, working together with independent parties
memastikan sistem informasi teknologi yang digunakan and ensuring the information technology system used for
untuk WBS berjalan dengan lancar. WBS runs smoothly.
Perseroan berdasarkan rekomendasi dari Badan Siber dan The Company based on recommendations from the National
Sandi Negara pada Oktober 2019 telah melakukan evaluasi Siber and Sandi Agency in October 2019 evaluated the WBS
terhadap website WBS untuk meningkatkan keamanan website to improve the security of the WBS website system.
sistem website WBS. Selain itu, untuk meningkatkan In addition, to improve the quality of the WBS website, the
kualitas website WBS, Perseroan saat ini sedang melakukan Company is currently updating the WBS website which is
pembaharuan website WBS yang diharapkan dapat expected to improve the quality of WBS management in
meningkatkan kualitas pengelolaan WBS di Perseroan. the Company.
KEBIJAKAN KEBERAGAMAN DEWAN DIVERSITY OF BOARD OF COMMISSIONERS

KOMISARIS DAN DIREKSI AND DIRECTORS
Kebijakan keberagaman komposisi Dewan Komisaris dan Direksi The diversity policy of the composition of the Company’s
Perseroan diatur dalam Anggaran Dasar yang mengatur bahwa Board of Commissioners and Directors is stipulated in the
Dewan Komisaris dan Direksi wajib memenuhi persyaratan Articles of Association which stipulates that the Board of
pengetahuan dan keahlian. Dalam penetapan anggota Commissioners and Directors must meet the knowledge
Dewan Komisaris dan Direksi, Garuda Indonesia senantiasa and expertise requirements. In determining the members
berupaya agar komposisi Dewan Komisaris dan Direksi memiliki of the Board of Commissioners and Directors, Garuda
keberagaman. Keberagaman komposisi menyesuaikan dengan Indonesia always strives for the composition of the Board
kebutuhan dan kompleksitas Perseroan sehingga diharapkan of Commissioners and Directors to have diversity. Diversity
dalam pengembangan maupun penyelesaian terhadap suatu in composition adjusts to the needs and complexity of the
permasalahan dapat dipertimbangkan dari berbagai perspektif Company so that it is expected that the development and
pendidikan, kompetensi serta pengalaman yang dimiliki. resolution of a problem can be considered from various
perspectives on education, competencies and experience.
KEBERAGAMAN KOMPOSISI DEWAN KOMISARIS COMPOSITION DIVERSITY OF THE BOARD OF

COMMISSIONERS
Keberagaman komposisi Dewan Komisaris berdasarkan The diversity of the composition of the Board of
usia, jenis kelamin, pendidikan, pengalaman kerja serta Commissioners based on age, gender, education, work
keahlian dapat dilihat pada tabel di bawah ini. experience and expertise can be seen in the table below.
Tabel Keberagaman Komposisi Dewan Komisaris
Table of Diversity in the Composition of the Board of Commissioners
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work experience Expertise
Gender
Agus Santoso* Komisaris Utama dan 61 Tahun Laki-laki • S1 Teknik Sipil Konstruksi Memiliki pengalaman Aviasi, Teknik
Komisaris Independen 61 Years Male • S2 Teknik Sistem Transportasi kerja di Kementerian Pesawat Terbang,
President Commissioner and old • S2 Teknik Pesawat Terbang Perhubungan. Regulasi
Independent Commissioner • S3 Manajemen Have work experience Aviation, Aircraft
• S1 in Civil Construction Engineering in the Ministry of Engineering,
• S2 in Transportation System Transportation. Regulation
Engineering
• S2 in Aircraft Engineering
• S3 Management
Sahala Lumban Komisaris Utama 67 tahun Laki-laki • S1 Peternakan Memiliki pengalaman Keuangan,
Gaol** President Commissioner 67 years Male • S2 International kerja sebagai Staf Akuntansi,
old • S2 Philosophy bidang Ekonomi Khusus, Deputi dan Manajemen
• S1 Peternakan Direktur di beberapa
• S2 International Kementerian. Financial,
• S2 Philosophy bidang Ekonomi Has work experience as Accounting,
a Special Staff, Deputy Management
and Director in several
Ministries.

Tabel Keberagaman Komposisi Dewan Komisaris

Table of Diversity in the Composition of the Board of Commissioners
Jenis
Nama Jabatan Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Age Education Work experience Expertise
Gender
Herbert Timbo P Komisaris Independen 60 Tahun Laki-laki S1 Hukum Memiliki pengalaman Hukum,
Siahaan Independent Commissioner 60 Years Male kerja sebagai Direktur Penyiaran/
old Utama Harian Jakarta publikasi
dan Majalah Pilar serta
Managing Partner Kantor
Hukum TSA
Has work experience as
the President & CEO of
the Jakarta Daily and
Pilar Magazine and the
Managing Partner of the
TSA Law Office
Insmerda Lebang Komisaris Independen 70 Tahun Laki-laki • Perguruan Tinggi Ilmu Kepolisian dan Memiliki pengalaman Polisi
Independent Commissioner 70 Years Male Sesko ABRI kerja dibidang kepolisian Police
old • Gabungan serta sebagai Komisaris
• Sespim Polri Utama beberapa
• PTIK Angkatan XVII Perseroan.
• Akabri Kepolisian Has work experience in
• ABRI’s Police and Seski Science College the police force and as a
• Combined President Commissioner
• Sespim Polri of several companies.
• PTIK Force XVII
• National Police
Eddy Porwanto Komisaris Independen 51 Tahun Laki-laki • Sarjana dari Lewis & Clark College Memiliki pengalaman Keuangan,
Poo** Independent Commissioner 51 Years Male • Master dari University of Illiois kerja Direktur Keuangan Akuntansi,
old • Bachelor from Lewis & Clark College dan Komisaris di Asuransi Manajemen
• Magister from University of Illiois Swasta. Financial
Has Work experience Accounting
Director of Finance and Management
Commissioner in Private
Insurance.
Muzaffar Ismail* Komisaris 61 Tahun Laki-laki • S1 Teknik Perkapalan Memiliki pengalaman Aviasi, Teknik
Commissioner 61 Years Male • S2 Magister Administrasi Publik kerja dibidang Angkutan penerbangan,
old • S1 in Shipping Engineering Udara Regulasi
• S2 in Public Administration Having work experience Perhubungan Udara
in the field of air Aviation, Aviation
transportation Engineering, Air
Transportation
Regulations
Dony Oskaria* Komisaris 50 Tahun Laki-laki • S1 Hubungan Internasional Memiliki pengalaman Keuangan,
Commissioner 50 Years Male • S2 Business Administration kerja dibidang perbankan Akuntansi ,
old • S1 International Relations dan sebagai anggota Manajemen
• S2 Business Administration Komite Ekonomi dan Financial,
Industri Nasional RI Accounting,
Has work experience management
in banking and as a
member of the Republic
of Indonesia’s National
Economy and Industry
Committee
Chairal Tanjung Komisaris 53 Tahun Laki-laki • Sekolah Tinggi Akuntansi Negara Memiliki pengalaman Keuangan,
Commissioner 53 Years Male • S1 Ekonomi kerja sebagai Direktur CT Akuntansi,
Old • High Height State Accounting Corp dan Auditor BPKP. Manajemen
• S1 Economics Has work experience as Financial,
CT Corp Director and Accounting,
BPKP Auditor. Management
Luky Alfirman* Komisaris 49 Tahun Laki-laki • S1 Teknik Industri Memiliki pengalaman Teknik Industri,
Commissioner 49 Years Male • S2 Ekonomi kerja di Kementerian Ekonomi
old • S3 Ekonomi Keuangan. Industry Engineering,
• S1 Industrial Engineering Have work experience in Economic
• S2 Economics the Ministry of Finance.
• S3 Economics
*Berhenti menjabat sejak tanggal 24 April 2019 | Resigned from April 24, 2019.
**Mulai menjabat sejak tanggal 24 April 2019 | Took office on April 24, 2019.
KEBERAGAMAN KOMPOSISI DIREKSI COMPOSITION DIVERSITY OF THE BOARD OF

DIRECTORS
Keberagaman komposisi Direksi berdasarkan usia, jenis Diversity in the composition of the Board of Directors based
kelamin, pendidikan, pengalaman kerja serta keahlian on age, gender, education, work experience and expertise
dapat dilihat pada tabel di bawah can be seen in the table below.

Tabel Keberagaman Komposisi Direksi

Diversity Composition Table of Directors
Periode Jabatan
Jenis
Nama Jabatan selama tahun 2019 Usia Pendidikan Pengalaman Kerja Keahlian
Kelamin
Name Position Position Period for Age Education Work Experience Expertise
Gender
2019
Memiliki pengalaman
• S1 Ekonomi Ekonomi,
kerja sebagai
1 Januari – 5 • S2 Administrasi Administrasi
Direktur di beberapa
I Gusti Ngurah Direktur Utama Desember 2019 48 Tahun Laki-laki Bisnis Bisnis
Perusahaan lainnya.
Askhara Danadiputra President & CEO January 1 - December 48 years old Male • S1 in Economic Economic,
Has work experience
5, 2019 • S2 in Business Business
as a Director in several
Administration Administration
other companies.
Direktur Keuangan &
Manajemen Risiko sekaligus
Pelaksana Tugas Direktur
Memiliki pengalaman
Utama, Pelaksana Tugas
kerja dibidang
Direktur Teknik & Layanan
1 Januari – 31 Angkutan Udara dan Teknik Industri
dan Pelaksana Tugas Direktur S1 Teknik Industri
Desember 2019 41 Tahun Laki-laki perbankan Industry
Fuad Rizal* Operasi S1 Industry
January 1 - December 41 Years Old Male Having work Engineering
Director of Finance & Risk Engineering
31, 2019 experience in the field
Management concurrently
of air transportation
Acting President &
and banking
CEO, Acting Director of
Maintenance & Services, and
Acting Director of Operation.
Direktur Niaga/Plt. Direktur
Kargo dan Pengembangan
• S1 Matematika Memiliki pengalaman Matematika,
Usaha/Plt. Direktur Human
1 Januari – 31 • S2 Administrasi kerja dibidang Administrasi
Capital
Pikri Ilham Desember 2019 51 Tahun Laki-laki Bisnis Angkutan Udara Bisnis
Director of Commercial
Kurniansyah** January 1 - December 51 Years Old Male • S1 Mathematics Having work Mathematics,
concurrently Acting
31, 2019 • S2 in Business experience in the field Business
Administration of air transportation Administration
and Acting Director of Cargo
& Business Development
Memiliki pengalaman
• S1 Teknik Teknik,
kerja sebagai
Direktur Kargo & 1 Januari – 9 • S2 Manajemen Manajemen,
Direktur di beberapa
Pengembangan Usaha Desember 2019 48 Tahun Laki-laki Keuangan Keuangan
Mohammad Iqbal Perusahaan lainnya.
Director of Cargo & Business January 1 - December 48 Years old Male • S1 in Engineering Engineering,
Has work experience
Development 9, 2019 • S2 in Financial Management,
as a Director in several
Management Financial
other companies.
• S1 Ekonomi Memiliki pengalaman
1 Januari – 24 April • S2 Manajemen kerja dibidang Transportasi
Nicodemus Panarung Direktur Layanan 2019 59 Tahun Laki-laki Transportasi Udara Angkutan Udara Udara
Lampe Service Director January 1 - April 24, 59 Years old Male • S1 in Economics Having work Air Transport
2019 • S2 in Air Transport experience in the field
Management of air transportation
• Diploma 2
Penerbang, Sekolah Memiliki pengalaman
Teknik Mesin,
1 Januari – 9 Tinggi kerja dibidang
Manajemen
Bambang Adisurya Direktur Operasi Desember 2019 46 Tahun Laki-laki • Penerbangan Angkutan Udara
Mechanical
Angkasa Operational Director January 1 - December 46 Years old Male Indonesia Having work
Engineering,
9, 2019 • Diploma 2 Aviator, experience in the field
management
High School of air transportation
• Indonesian Flights
Memiliki pengalaman
• S1 Teknik Mesin
1 Januari – 24 April kerja dibidang
• S2 Manajemen Transportasi
Direktur Teknik 2019 51 Tahun Laki-laki Angkutan Udara
I Wayan Susena • S1 Mechanical Udara
Technical Director January 1 - April 24, 51 Years old Male Having work
Engineering Air Transport
2019 experience in the field
• S2 in Management
Memiliki pengalaman
kerja sebagai Komisaris
dan Direktur di
1 Januari – 9 • S1 Akuntansi Akuntansi,
beberapa Perusahaan
Direktur Human Capital Desember 2019 50 Tahun Laki-laki • S2 Keuangan Keuangan
Heri Akhyar lainnya.
Human Capital Director January 1 - December 50 Years old Male • S1 Accounting Accounting,
Has work experience
9, 2019 • S2 in Finance finance
as a Commissioner
and Director in several
other companies.
Memiliki pengalaman
kerja dibidang
24 April – 9 Angkutan Udara dan
Direktur Teknik dan Layanan S1 Teknik Industri Teknik Industri
Desember 2019 51 Tahun Laki-laki perbankan
Iwan Joeniarto Director of Engineering and S1 Engineering Engineering
April 24 - December 51 Years old Male Having work
Services Industry Industry
9, 2019 experience in the field
and banking
**Ditetapkan sebagai Pelaksana Tugas Direktur Human Capital dan Pelaksana Tugas Direktur Kargo & Pengembangan Usaha berdasarkan Surat Keputusan Dewan Komisaris No.
DEKOM/SKEP/016/2019 perihal Penetapan Pelaksanaan Tugas Direksi-Direksi PT Garuda Indonesia (Persero) Tbk tanggal 9 Desember 2019.

GOOD CORPORATE GOVERNANCE GOOD CORPORATE GOVERNANCE

ASSESSMENT ASSESSMENT
Dalam rangka memenuhi Peraturan Menteri Badan Usaha In the context of fulfilling the Minister of State-Owned
Milik Negara No. PER-01/MBU/2011 sebagaimana telah Enterprises Regulation No. PER-01 / MBU / 2011 as amended
diubah dengan Peraturan Menteri Badan Usaha Milik by Regulation of the Minister of State-Owned Enterprises
Negara No. PER-09/MBU/2012 tanggal 6 Juli 2012 No. PER-09 / MBU / 2012 dated July 6, 2012 concerning
tentang Penerapan Tata Kelola Perusahaan yang baik (Good the Implementation of Good Corporate Governance in
Corporate Governance) pada Badan Usaha Milik Negara State-Owned Enterprises (SOEs), the Company measures
(BUMN), Perseroan melakukan pengukuran penerapan the implementation of GCG through an assessment of the
GCG melalui penilaian (assessment) penerapan GCG yang implementation of GCG that is carried out regularly every
dilaksanakan secara berkala setiap 2 (dua) tahun dan evaluasi 2 (two) years and self-assessment (review) to describe the
(review) yang dilakukan sendiri (self-assessment) untuk follow up of the implementation and implementation of
mendeskripsikan tindak lanjut pelaksanaan dan penerapan GCG in the Company the following year.
GCG di Perseroan yang dilakukan tahun berikutnya.
Adapun tujuan penilaian/evaluasi penerapan GCG oleh The objectives of evaluating / evaluating the application
Perseroan adalah: of GCG by the Company are:
1. Mengukur kualitas penerapan GCG di BUMN melalui 1. Measuring the quality of GCG implementation in SOEs
penilaian/evaluasi tingkat pemenuhan kriteria GCG through assessment / evaluation of the level of fulfillment
dengan kondisi nyata yang diterapkan di BUMN melalui of GCG criteria with the real conditions applied in SOEs
pemberian skor/nilai atas penerapan GCG dan kategori through the granting of scores for the application of GCG
kualitas penerapan GCG-nya. and the quality categories of its GCG implementation.
2. Mengidentifikasi kekuatan dan kelemahan penerapan 2. Identify the strengths and weaknesses of the
GCG di BUMN serta mengusulkan rekomendasi implementation of GCG in SOEs and propose
perbaikan untuk mengurangi celah (gap) antara recommendations for improvements to reduce the gap
kriteria GCG dengan penerapan GCG di BUMN yang between the GCG criteria and the implementation of
bersangkutan. GCG in the SOE concerned.
3. Memantau konsistensi penerapan GCG di BUMN dan 3. Monitor the consistency of GCG implementation in SOEs
memperoleh masukan untuk penyempurnaan dan and obtain input for improvement and development of
pengembangan kebijakan corporate governance di corporate governance policies within the SOE environment.
lingkungan BUMN.
Pada tahun 2019, Perseroan melaksanakan evaluasi In 2019, the Company conducted an evaluation (review) of
(review) atas penerapan GCG selama tahun buku 2018 the application of GCG during the 2018 financial year and
dan Perseroan saat ini tengah melaksanakan penilaian the Company is currently conducting an assessment of the
(assessment) penerapan GCG untuk tahun buku 2019 yang application of GCG for the 2019 financial year which was
dilakukan dengan mengacu pada keputusan Sekretaris carried out with reference to the decision of the Secretary of
Kementerian Badan Usaha Milik Negara No. SK-16/S. the Ministry of State-Owned Enterprises No. SK-16 / S.MBU
MBU/2012 tentang Indikator/parameter penilaian dan / 2012 concerning Indicators / parameters of assessment
evaluasi atas Penerapan Tata Kelola Perusahaan yang baik and evaluation of the Implementation of Good Corporate
(Good Corporate Governance) pada Badan Usaha Milik Governance in State-Owned Enterprises which covers 6
Negara yang meliputi 6 (enam) aspek pokok pengukuran (six) main aspects of measurement as follows:
sebagai berikut:
• Komitmen terhadap penerapan tata kelola perusahaan • Commitment to the implementation of good corporate
yang baik secara berkelanjutan; governance on an ongoing basis;
• Pemegang saham dan RUPS/pemilik modal; • Shareholders and GMS / capital owners;
• Dewan Komisaris/Dewan Pengawas; • Board of Commissioners / Board of Trustees;
• Direksi; • Directors;
• Pengungkapan informasi dan transparansi; • Information disclosure and transparency;
• Aspek lainnya. • Other aspects.

Penilaian atas penerapan GCG di Perseroan dilaksanakan The evaluation of GCG implementation in the Company is
sebagai wujud komitmen untuk melakukan langkah carried out as a form of commitment to carry out structural
perbaikan dan pemutakhiran struktural maupun operasional and operational improvement and update steps in order to
dalam rangka menciptakan kinerja usaha yang tidak hanya create business performance that is not only of quality but
berkualitas tapi juga mendukung perkembangan usaha also supports business development in line with applicable
yang sejalan dengan peraturan perundang-undangan yang laws, business ethics and best business practices.
berlaku, etika bisnis, dan praktik bisnis terbaik.
KRITERIA PENILAIAN ASSESSMENT CRITERIA

Penilaian (assessment) dan evaluasi (review) atas penerapan Assessment and evaluation of GCG implementation are
GCG dilakukan dengan mengacu kepada Indikator/Parameter carried out by referring to GCG Indicators / Parameters
GCG yang ditetapkan melalui Surat Keputusan Sekretaris determined through the Decree of the Secretary of the
Kementerian BUMN No. SK-16/S.MBU/2012 tanggal 6 Juni Ministry of SOEs No. SK-16 / S.MBU / 2012 dated June
2012 tentang Indikator/Parameter Penilaian dan Evaluasi 6, 2012 concerning Indicators / Evaluation and Evaluation
atas Penerapan Tata Kelola Perusahaan yang Baik (Good Parameters for the Implementation of Good Corporate
Corporate Governance) pada Badan Usaha Milik Negara. Governance in State-Owned Enterprises. The assessment
Indikator dan parameter penilaian tersebut dijabarkan indicators and parameters are described from several aspects
dari beberapa aspek dan memiliki bobot sebagai berikut: and have the following weight:
Aspek Pengujian Bobot

Assessment Aspect Point
Komitmen terhadap Penerapan Tata Kelola secara Berkelanjutan

7,00
Commitment to Sustainable Corporate Governance Implementation
Pemegang Saham dan RUPS/Pemilik Modal
9,00
Shareholders and GMS/Investors
Dewan Komisaris/Dewan Pengawas
35,00
Board of Commissioners/Supervisory Board
Direksi
35,00
Board of Directors
Pengungkapan Informasi dan Transparansi
9,00
Disclosure of Information and Transparency
Aspek Lainnya
5,00
Other Aspects
Skor Keseluruhan
100,00
Total Score
METODE PENILAIAN GCG ASSESSMENT ASSESSMENT GCG ASSESSMENT METHOD

Penilaian dan evaluasi atas penerapan GCG oleh Perseroan The assessment and evaluation of the implementation of
dilakukan dengan mengacu kepada indikator dan parameter GCG by the Company is carried out by referring to the
dalam SK-16/S.MBU/2012 dan dilaksanakan dengan melalui indicators and parameters in SK-16 / S.MBU / 2012 and
empat tahapan yakni: carried out through four stages, namely:
1. Mempelajari dan memahami aspek/indikator/parameter 1. Studying and understanding aspects / indicators / parameters
dan faktor-faktor yang diuji kesesuaian penerapannya; and factors tested for their suitability for application;
2. Menyusun analisis kecukupan pelaksanaan GCG; 2. Prepare analysis of the adequacy of GCG implementation;
3. Mengambil kesimpulan melalui penetapan tingkat 3. To draw conclusions through the determination of the
pemenuhan setiap parameter/sub-indikator beserta level of fulfillment of each parameter / sub-indicator
penjelasannya dengan berpedoman pada faktor-faktor along with their explanation based on the factors
yang diuji kesesuaian penerapannya; dan being tested for suitability for their application; and
4. Menyusun hasil akhir penilaian/evaluasi. 4. Arrange the final results of the evaluation / evaluation.
Metode pendekatan yang digunakan oleh Perseroan dalam The approach method used by the Company in the
penilaian dan evaluasi atas penerapan GCG dilakukan assessment and evaluation of the implementation of GCG
dengan beberapa tahapan yaitu review dokumen, wawancara is carried out in several stages, namely document review,
dan kuesioner. interviews and questionnaires.

PIHAK YANG MELAKUKAN ASSESSMENT PARTIES THAT DO ASSESSMENT

Pelaksanaan evaluasi (review) atas penerapan GCG Perseroan The evaluation (review) of the implementation of the
untuk tahun buku 2018 dilaksanakan oleh Perseroan Company’s GCG for the 2018 financial year was carried out
secara self assessment dengan asistensi dari assessor by the Company on a self-assessment with the assistance of
independen yang diperoleh berdasarkan proses pengadaan an independent assessor obtained based on the procurement
yang berlaku di Perseroan, yaitu PT Multi Utama Indojasa process in force in the Company, namely PT Multi Utama
(MUC Consulting). Adapun untuk penilaian GCG tahun Indojasa (MUC Consulting). As for the GCG assessment
buku 2019 dilaksanakan oleh Badan Pengawasan Keuangan for fiscal year 2019, it is carried out by the DKI Jakarta
dan Pembangunan DKI Jakarta. Financial and Development Supervisory Agency.
SKOR PENILAIAN SCORE OF ASSESSMENT

Berdasarkan hasil evaluasi (review) atas penerapan GCG Based on the results of the evaluation (review) of the
Perseroan untuk tahun buku yang berakhir pada 31 implementation of the Company’s GCG for the fiscal year
Desember 2019 yang diasistensi oleh PT Multi Utama ending December 31, 2019 assisted by PT Multi Utama
Indojasa (MUC Consulting) Perseroan memperoleh skor Indojasa (MUC Consulting) the Company obtained a score
80,012 dengan kategori “Sangat Baik”. Penilaian tersebut of 80.012 under the “Very Good” category. The assessment
dilakukan dengan mengacu kepada Indikator/Parameter is carried out by referring to GCG Indicators / Parameters
GCG yang ditetapkan oleh Sekretaris Menteri Negara BUMN established by the Secretary of the State Minister for SOEs
melalui Surat Keputusan Sekretaris Kementerian BUMN through the Decree of the Secretary of the Ministry of SOEs
No. SK-16/S.MBU/2012 tanggal 6 Juni 2012 tentang No. SK-16 / S.MBU / 2012 dated June 6, 2012 concerning
Indikator/Parameter Penilaian dan Evaluasi atas Penerapan Indicators / Evaluation and Evaluation Parameters for the
Tata Kelola Perusahaan yang Baik (GCG) pada Badan Usaha Implementation of Good Corporate Governance (GCG) in
Milik Negara. State-Owned Enterprises.
Perbandingan hasil evaluasi (review) atas penerapan GCG Comparison of the results of the evaluation (review) of the
Perseroan untuk tahun buku 2018 dan penilaian untuk implementation of the Company’s GCG for the 2018 fiscal
tahun buku 2019 adalah sebagai berikut. year and the assessment for the 2019 fiscal year is as follows.
Tabel Hasil GCG Assessment

GCG Assessment Results Table
Capaian Tahun Buku 2018 Capaian Tahun Buku 2019
Achievement in Achievement in
Aspek Pengujian Bobot Fiscal Year 2018 Fiscal Year 2019
Testing Aspect Point
Nilai % Pencapaian Nilai % Pencapaian
Score % Achievement Score % Achievement
Komitmen terhadap Penerapan Tata Kelola secara Berkelanjutan

Commitment to Sustainable Corporate Governance 7,00 6,759 96,557 6,297 89,96
Implementation
Pemegang Saham dan RUPS/Pemilik Modal
9,00 8,758 97,309 8,354 92,82
Shareholders and GMS/Investors
Dewan Komisaris/Dewan Pengawas
35,00 31,618 90,338 28,505 81,44
Board of Commissioners/Supervisory Board
Direksi
35,00 33,268 95,051 29,728 84,94
Board of Directors
Pengungkapan Informasi dan Transparansi
9,00 8,587 95,415 8,128 90,31
Disclosure of Information and Transparency
Aspek Lainnya
5,00 4,125 82,500 -1,000
Other Aspects
Skor Keseluruhan
100 93,115 93,115 80,012 80,012
Total Score
Kualifikasi Kualitas Penerapan GCG Sangat Baik Sangat Baik
GCG Implementation Quality Qualification Excellent Excellent

Ke depannya, Perseroan akan senantiasa melakukan Going forward, the Company will continue to improve the
peningkatan penerapan GCG di seluruh sendi usahanya implementation of GCG in all business joints through several
melalui beberapa peningkatan operasional untuk mendukung operational improvements to support the management of the
pengelolaan Perusahaan yang sesuai dengan Tata Kelola Company in accordance with Good Corporate Governance.
Perusahaan yang Baik.
REKOMENDASI DAN TINDAKLANJUTNYA RECOMMENDATIONS AND FOLLOW-UP

No. Area of Improvement Tindak Lanjut | Follow up
Aspek I Komitmen Terhadap Penerapan Tata Kelola Perusahaan yang Baik Secara Berkelanjutan
Aspect I Commitment to Sustainable Implementation of Good Corporate Governance
1. Mendorong seluruh karyawan melakukan penandatanganan pernyataan Mengintegrasikan penandatanganan pernyataan kepatuhan melalui portal web
kepatuhan terhadap Code of Conduct secara berkala. karyawan.
Encourage all employees to sign a statement of compliance with the Code of Integrate the signing of compliance statements through the employee web portal.
Conduct regularly.
2. Meningkatkan tingkat pemahaman bagi Dewan Komisaris dan Organ Dewan Melakukan sosialisasi secara fisik dan melalui media komunikasi internal di Perseroan.
Komisaris terhadap GCG Code dan Code of Conduct. Conduct physical socialization and through internal communication media at the
Increase the level of understanding for the Board of Commissioners and the Board Company.
of Commissioners' Organs regarding the GCG Code and Code of Conduct.
3. Seluruh pejabat wajib lapor LHKPN mampu menyusun LHKPN secara tepat waktu. Melakukan reminder pelaporan harta kekayaan dan asistensi pengisian laporan harta
All officials must report LHKPN able to prepare LHKPN in a timely manner. kekayaan bekerjasama dengan KPK.
Conducting asset reminder reporting and assistance in filling out the wealth report in
collaboration with the KPK.
4. Seluruh pejabat wajib lapor LHKPN mematuhi kewajiban penyampaian LHKPN Membuat ketentuan yang lebih ketat dan mengatur mengenai pengenaan sanksi.
secara tepat waktu. Make more stringent provisions and regulate the imposition of sanctions.
All officials must report LHKPN in compliance with the obligation to submit LHKPN
in a timely manner.
5. Meningkatkan pemahaman Dewan Komisaris, Organ Dewan Komisaris, dan Melakukan sosialisasi secara fisik dan melalui media komunikasi internal di Perseroan.
karyawan terhadap kebijakan pengendalian gratifikasi. Conduct physical socialization and through internal communication media at the
Improve the understanding of the Board of Commissioners, Organs of the Board of Company.
Commissioners, and employees regarding gratuity control policies.
Aspek II Pemegang Saham dan RUPS | Aspect II Shareholder and GMS
6. Menyampaikan Dokumentasi terkait pelaksanaan fit and proper test Direksi Mengingat dokumen fit and proper test adalah rahasia, maka berkoordinasi dengan
(Undangan calon, penunjukan Tim UKK, proses UKK). Kementerian BUMN selaku Pemegang Saham Seri A untuk dapat memberikan
Deliver Documentation related to the implementation of Directors' fit and proper penjelasan langsung kepada assessor.
test (Invitation of candidates, appointment of the UKK Team, UKK process). Since the fit and proper test document is confidential, coordinate with the Ministry of
SOEs as the Series A Shareholder to be able to provide an explanation directly to the
assessor.
7. Usulan pemberhentian Direksi yang diputuskan di dalam RUPS agar menyebutkan Berkoordinasi dengan Kementerian BUMN selaku Pemegang Saham Seri A agar usulan
alasan pemberhentiannya. pemberhentian Direksi yang diputuskan di dalam RUPS agar menyebutkan alasan
Proposal for dismissal of the Board of Directors decided at the RUPS in order to pemberhentiannya.
state the reasons for the dismissal. Coordinate with the Ministry of SOEs as Series A Shareholders so that the proposed
dismissal of the Directors decided at the RUPS to state the reasons for their termination.
8, Pemegang Saham menindaklanjuti area of improvement yang dihasilkan dari Berkoordinasi dengan Kementerian BUMN selaku Pemegang Saham Seri A agar
assessment atas pelaksanaan tata kelola perusahaan yang baik pada perusahaan. menindaklanjuti area of improvement yang dihasilkan dari assessment.
Shareholders follow up on the area of improvement resulting from the assessment Coordinate with the Ministry of SOEs as Series A Shareholders to follow up on the area
of the implementation of good corporate governance at the company. of improvement that results from the assessment.
Aspek III Dewan Komisaris | Aspect III Board of Commissioners
9. Menetapkan Pembagian tugas Dewan Komisaris yang mencakup seluruh bidang Dewan Komisaris akan menetapkan dalam Rapat atau Surat Keputusan.
tugas Direksi. The Board of Commissioners will determine it in a Meeting or Decree.
Determine the division of duties of the Board of Commissioners which covers all
areas of the Board of Directors' duties.
10. Melengkapi Board Manual dengan tingkat kesegeraan untuk mengkomunikasikan Mereview Board Manual dan mengusulkan perubahannya.
keputusan Dewan Komisaris kepada Direksi. Review the Board Manual and propose amendments.
Complete the Board Manual with the level of urgency to communicate the
decisions of the Board of Commissioners to the Directors.
11. Menyampaikan Rencana Kerja dan Anggaran Tahunan Dewan Komisaris kepada RKA Dewan Komisaris akan disampaikan kepada Direksi untuk menjadi bagian dari
Direksi untuk dimasukkan sebagai bagian dari RKAP. RKAP.
Submit the Board of Commissioners' Annual Work Plan and Budget to the The RKA of the Board of Commissioners will be submitted to the Directors to be part
Directors for inclusion as part of the RKAP. of the RKAP.
12. Tanggapan RKAP oleh Dewan Komisaris memuat simpulan bahwa rancangan Dewan Komisaris akan memberikan simpulan atas rancangan RKAP mengacu pada
RKAP selaras dan/atau tidak selaras dengan RJPP. RJPP.
The RKAP response by the Board of Commissioners concludes that the draft RKAP The Board of Commissioners will provide conclusions on the draft RKAP referring to
is in line and / or not in line with the RJPP. the RJPP.
13. Menyusun kebijakan terkait mekanisme keterlibatan Dewan Komisaris untuk Mereview Board Manual dan mengusulkan perubahan untuk mengatur kebijakan
merespon/menindaklanjuti saran, permasalahan atau keluhan dari stakeholders tersebut.
dan menyampaikannya kepada Direksi tentang saran penyelesaian yang Review the Board Manual and propose changes to regulate the policy.
diperlukan.
Formulate policies related to the mechanism of involvement of the Board of
Commissioners to respond / follow up on suggestions, problems or complaints
from stakeholders and submit them to the Board of Directors regarding
suggestions for the resolution needed.

14. Melengkapi Program Kerja dan Anggaran Dewan Komisaris dengan rencana Menyusun Rencana Kerja dan Anggaran dengan dilengkapi rencana pengawasn dan
pengawasan dan pemberian nasihat terhadap Kebijakan Sistem Teknologi pemberian nasihat terhadap Kebijakan Sistem Teknologi Informasi Perseroan dan
Informasi Perusahaan dan pelaksanaannya. pelaksanaannya.
Complement the Board of Commissioners' Work Program and Budget with Prepare Work Plans and Budgets complete with supervisory plans and provide advice
supervision plans and provide advice on the Company's Information Technology on the Company's Information Technology System Policy and its implementation.
System Policy and its implementation.
15. Melengkapi Program Kerja dan Anggaran Dewan Komisaris dengan rencana Menyusun Rencana Kerja dan Anggaran dengan dilengkapi rencana pengawasan
pengawasan dan pemberian nasihat terkait dengan kebijakan Sumber Daya dan pemberian nasihat terkait dengan kebijakan Sumber Daya Manusia dan
Manusia dan pelaksanaannya. pelaksanaannya.
Complement the Board of Commissioners' Work Program and Budget with Prepare Work Plans and Budgets, complete with oversight plans and provide advice
supervision plans and providing advice related to Human Resources policies and related to Human Resources policies and their implementation.
their implementation.
16. Melengkapi Program Kerja dan Anggaran Dewan Komisaris dengan pengawasan Menyusun Rencana Kerja dan Anggaran dengan dilengkapi rencana pengawasan
terhadap kebijakan akuntansi dan penyusunan laporan keuangan serta penerapan terhadap kebijakan akuntansi dan penyusunan laporan keuangan serta penerapan
kebijakan dan pelaksanaannya. kebijakan dan pelaksanaannya.
Complement the Work Program and Budget of the Board of Commissioners with Prepare Work Plans and Budgets with a plan for oversight of accounting policies
supervision of accounting policies and preparation of financial statements and the and preparation of financial reports and the implementation of policies and their
implementation of policies and their implementation. implementation.
17. Dewan Komisaris menyusun Rencana Dewan Komisaris yang memuat rencana Menyusun Rencana Kerja dan Anggaran dengan dilengkapi rencana pengawasan
pengawasan dan pemberian nasihat terhadap kebijakan pengadaan barang dan dan pemberian nasihat terhadap kebijakan pengadaan barang dan jasa beserta
jasa beserta pelaksanaannya. pelaksanaannya
The Board of Commissioners prepares a Board of Commissioners Plan which Prepare Work Plans and Budgets, complete with supervision plans and provide advice
contains a plan for supervision and provides advice on policies in the procurement on procurement policies and their implementation
of goods and services and their implementation.
18. Dewan Komisaris menyusun Rencana Dewan Komisaris yang memuat rencana Menyusun Rencana Kerja dan Anggaran dengan dilengkapi rencana pengawasan dan
pengawasan dan pemberian nasihat terhadap kebijakan mutu dan pelayanan pemberian nasihat terhadap kebijakan mutu dan pelayanan beserta pelaksanaannya.
beserta pelaksanaannya. Prepare Work Plans and Budgets, complete with supervision plans and provide advice
The Board of Commissioners prepares a Board of Commissioners Plan that contains on quality and service policies and their implementation.
a plan for supervision and provides advice on quality and service policies and their
implementation.
pengawasan dan pemberian nasihat terhadap peraturan perundang-undangan pemberian nasihat terhadap peraturan perundang-undangan dan perjanjian dengan
dan perjanjian dengan pihak ketiga. pihak ketiga.
The Board of Commissioners prepares a Board of Commissioners Plan that contains Prepare a Work Plan and Budget with a plan for supervision and provide advice on the
a plan for supervision and provides advice on the laws and regulations and legislation and agreements with third parties.
agreements with third parties.
mengenai pengawasan dan pemberian nasihat terhadap pelaksanaan RKAP. pemberian nasihat terhadap pelaksanaan RKAP.
The Board of Commissioners prepares a Board of Commissioners Plan that contains Prepare Work Plans and Budgets, complete with supervision plans and provide advice
plans regarding supervision and giving advice on the implementation of the RKAP. on the implementation of RKAP
21. Dewan Komisaris menyusun Rencana Dewan Komisaris yang memuat rencana Menyusun Rencana Kerja dan Anggaran dengan dilengkapi rencana pembahasan
pembahasan transaksi atau tindakan dalam lingkup kewenangan Dewan Komisaris transaksi atau tindakan dalam lingkup kewenangan Dewan Komisaris atau RUPS.
atau RUPS. Prepare Work Plans and Budgets with plans for discussing transactions or actions
The Board of Commissioners prepares a Board of Commissioners Plan that contains within the scope of the authority of the Board of Commissioners or GMS.
a plan for discussing transactions or actions within the scope of the authority of
the Board of Commissioners or GMS.
22. Dewan Komisaris menyusun Rencana Dewan Komisaris yang memuat rencana Menyusun Rencana Kerja dan Anggaran dengan dilengkapi rencana penunjukan calon
penunjukan calon auditor eksternal dan anggaran biaya auditnya. auditor eksternal dan anggaran biaya auditnya.
The Board of Commissioners prepares a Board of Commissioners Plan that contains Prepare Work Plans and Budgets with plans for appointing prospective external
a plan for appointing prospective external auditors and their audit budget. auditors and their audit budget.
23. Dewan Komisaris menyusun Rencana Dewan Komisaris yang memuat rencana Menyusun Rencana Kerja dan Anggaran dengan dilengkapi rencana efektivitas
pengawasan efektivitas pelaksanaan audit intenal dan eksternal serta pelaksanaan pelaksanaan audit intenal dan eksternal serta pelaksanaan telaah atas pengaduan yang
telaah atas pengaduan yang berkaitan dengan Perusahaan yang diterima oleh berkaitan dengan Perusahaan yang diterima oleh Dewan Komisaris.
Dewan Komisaris. Prepare Work Plans and Budgets complete with plans for the effectiveness of internal
The Board of Commissioners prepares a Board of Commissioners Plan that and external audits and review of complaints relating to the Company received by the
includes a plan for overseeing the effectiveness of internal and external audits Board of Commissioners.
and the review of complaints relating to the Company received by the Board of
Commissioners.
pengawasan dan pemberian nasihat terhadap kebijakan pengelolaan anak pemberian nasihat terhadap kebijakan pengelolaan anak perusahaan.
perusahaan. Preparing Work Plans and Budgets complete with supervision plans and providing
The Board of Commissioners prepares a Board of Commissioners Plan that includes advice on subsidiary management policies.
a supervisory plan and provides advice on subsidiary management policies.
25. Melengkapi Board Manual dengan ketentuan mengenai Kebijakan Dewan Mereview Board Manual dan mengusulkan perubahannya.
Komisaris terkait pencalonan anggota Direksi termasuk kebijakan dan kriteria Review the Board Manual and propose amendments.
seleksi bagi calon Direksi dan pengusulan calon tersebut kepada Pemegang
Saham.
Completing the Board Manual with the provisions regarding the Board of
Commissioners' policies regarding the nomination of members of the Board of
Directors, including the policy and selection criteria for candidates for the Board of
Directors and proposing the candidate to the Shareholders.
26. Dewan Komisaris menyusun Rencana Dewan Komisaris yang memuat rencana Menyusun Rencana Kerja dan Anggaran dengan dilengkapi rencana rencana
pengawasan dan pemberian nasihat terhadap pemantauan kinerja dan pelaporan pengawasan dan pemberian nasihat terhadap pemantauan kinerja dan pelaporan
Direksi kepada Pemegang Saham. Direksi kepada Pemegang Saham.
The Board of Commissioners prepares a Board of Commissioners Plan that contains Prepare Work Plans and Budgets complete with supervisory plans and provide advice
a supervisory plan and provides advice on monitoring the performance and on monitoring the performance and reporting of Directors to Shareholders.
reporting of the Directors to the Shareholders.

27. Dewan Komisaris menelaah kriteria, target dan indikator kinerja utama yang Melakukan telaah kriteria target dan indikator utama dalam Kontrak Manajemen
tercakup dalam Kontrak Manajemen Direksi secara individu dengan realisasi secara individu sebelum dilakukan penetapan.
pencapaian masing-masing. Examine the target criteria and key indicators in the Management Contract individually
The Board of Commissioners reviews the key performance criteria, targets and before they are determined.
indicators covered by the Directors' Management Contract individually with the
realization of each achievement.
28. Dewan Komisaris melaporkan penilaian kinerja Direksi secara individu kepada Laporan penilaian kinerja Direksi akan disampaikan dalam RUPS Tahunan.
RUPS dalam laporan tugas pengawasan Dewan Komisaris secara semesteran dan The Directors' performance evaluation report will be submitted at the Annual GMS.
tahunan.
The Board of Commissioners reports on the performance evaluation of the
Directors individually to the GMS in the Board of Commissioners' annual
supervisory report.
29. Melengkapi Board Manual kebijakan Dewan Komisaris mengenai pengusulan Mereview Board Manual dan mengusulkan perubahannya.
remunerasi Direksi kepada RUPS. Review the Board Manual and propose amendments.
Complete the Board of Commissioners 'Policy Manual regarding the Board of
Directors' remuneration proposal to the GMS.
30. Melengkapi Program Kerja dan Anggaran Dewan Komisaris dengan rencana Menyusun Rencana Kerja dan Anggaran dengan dilengkapi rencana pengusulan
pengusulan remunerasi Direksi. remunerasi Direksi disesuaikan dengan capaian kinerja Perseroan.
Complement the Work Program and Budget of the Board of Commissioners with Prepare Work Plans and Budgets, complete with plans for proposing remuneration for
the proposed Board of Directors' remuneration. Directors to be adjusted to the Company's performance achievements.
31. Dewan Komisaris melakukan evaluasi pencapaian kinerja masing-masing anggota Melakukan evaluasi pencapaian kinerja Dewan Komisaris.
Dewan Komisaris dan dituangkan dalam risalah rapat Dewan Komisaris. Evaluate the performance of the Board of Commissioners.
The Board of Commissioners evaluates the performance achievements of each
member of the Board of Commissioners and is set out in the minutes of the Board
of Commissioners' meeting.
32. Laporan Pelaksanaan Tugas Pengawasan Dewan Komisaris yang dibuat juga Laporan pelaksanaan tugas Dewan Komisaris akan menyajikan penilaian kinerja Dewan
melaporkan penilaian kinerja secara individu. Komisaris baik secara kolegial maupun individu.
The Board of Commissioners' Supervisory Duties Implementation Report that was The report on the implementation of the duties of the Board of Commissioners will
made also reports individual performance appraisals. present an assessment of the performance of the Board of Commissioners both
collegially and individually.
33. Melengkapi Board Manual dengan menambahkan aspek yang diatur sebagai Mereview Board Manual dan mengusulkan perubahannya.
berikut: Review the Board Manual and propose amendments.
1. Etika rapat;
2. Pembahasan/telaah atas usulan Direksi dan arahan/keputusan RUPS terkait
dengan usulan Direksi.
Complete the Board Manual by adding aspects that are arranged as follows:
1. Meeting ethics;
2. Discussion / review of the Board of Directors proposal and direction / decision
of the GMS related to the Board of Directors proposal.
34. Rapat internal Dewan Komisaris memenuhi ketentuan Perusahaan Rapat internal Dewan Komisaris dilaksanakan mengacu pada ketentuan Anggaran
Internal meetings of the Board of Commissioners meet the Company's Dasar Perseroan.
requirements The Board of Commissioners' internal meetings are held in accordance with the
provisions of the Company's Articles of Association.
35. Memaksimalkan tingkat kehadiran Dewan Komisaris dalam rapat Dewan Komisaris Kehadiran Dewan Komisaris dalam rapat internal Dewan Komisaris ditingkatkan.
Maximizing the presence of the Board of Commissioners in the Board of The presence of the Board of Commissioners in an internal meeting of the Board of
Commissioners meeting Commissioners is enhanced.
36. Sekretaris Dewan menyediakan bahan-bahan rapat kepada peserta rapat, Sekretaris Dewan Komisaris menyediakan bahan Rapat dalam batas waktu yang
dilakukan konsisten dalam jangka waktu 3 (tiga) hari sebelum rapat diadakan. ditentukan berdasarkan Anggaran Dasar Perseroan.
The Secretary of the Council provides meeting materials to meeting participants, The Secretary of the Board of Commissioners provides Meeting materials within the
carried out consistently within a period of 3 (three) days before the meeting is held. time limit determined by the Company's Articles of Association.
37. Validasi risalah rapat dilakukan secara konsisten paling lambat 7 (tujuh) hari Risalah Rapat Dewan Komisaris divalidasi sesuai dengan batas waktu yang ditetapkan
setelah rapat selesai dilaksanakan. berdasarkan ketentuan yang berlaku di Perseroan.
Validation of minutes of meetings is carried out consistently no later than 7 (seven) Minutes of Board of Commissioners' Meeting are validated in accordance with the time
days after the meeting is finished. limit set based on the applicable provisions in the Company.
38. Mendokumentasikan Charter Komite Nominasi dan Remunerasi agar dapat Piagam Komite didokumentasikan dan direview untuk memastikan kesesuaiannya
dianalisis kesesuaiannya dengan kebutuhan Dewan Komisaris. dengan kebutuhan Dewan Komisaris.
Documenting the Nomination and Remuneration Committee Charter in order to The Committee Charter is documented and reviewed to ensure compliance with the
analyze its suitability with the needs of the Board of Commissioners. needs of the Board of Commissioners.
39. Mendokumentasikan Program Kerja Tahunan Komite secara khusus yang Komite menyusun Program Kerja Tahunan yang ditetapkan/disetujui oleh Dewan
disetujui/ ditetapkan oleh Dewan Komisaris. Komisaris.
Documenting the Committee's Annual Work Program specifically approved / The Committee prepares an Annual Work Program which is determined / approved by
established by the Board of Commissioners. the Board of Commissioners.
40. Mendokumentasikan program kerja Komite Nominasi dan Remunerasi sehingga Komite menyusun Program Kerja Tahunan dan mendokumentasikan pertemuan
dapat dianalisis jumlah pertemuan berkala dan agenda yang dibahas. berkala dan agendanya.
Documenting the work program of the Nomination and Remuneration Committee The Committee prepares an Annual Work Program and documents its regular meetings
so that the number of regular meetings and agendas discussed can be analyzed. and agenda.
41. Mendokumentasikan laporan tahunan KPUPR Komite menyusun laporan tahunan kepada Dewan Komisaris.
Documenting annual KPUPR reports The Committee prepares an annual report to the Board of Commissioners.
42. Mendokumentasikan laporan tahunan KNR Komite menyusun laporan tahunan kepada Dewan Komisaris.
Document the annual report of the KNR The Committee prepares an annual report to the Board of Commissioners.

Aspek IV Direksi | Aspect IV Directors
43. Melaksanakan program pelatihan bagi Direksi dan menyusun laporan hasil Mengingatkan kepada Direksi melalui masing-masing sekretarisnya agar
pelatihan Direksi. merencanakan dan mengikuti program pelatihan setiap tahunnya serta menyusun
Implement a training program for Directors and prepare reports on the results of laporan hasil pelatihan.
Directors' training. Remind the Directors through their respective secretaries to plan and participate in the
training program annually and prepare a report on the results of the training.
44. Melengkapi Board Manual terkait standar waktu tingkat kesegeraan pengambilan Mereview Board Manual dan mengusulkan perubahannya.
keputusan Direksi. Review the Board Manual and propose amendments.
Completing the Board Manual related to the standard time level of immediate
decision-making of the Directors.
45. Melengkapi Board Manual dengan standar waktu tingkat kesegeraan untuk Mereview Board Manual dan mengusulkan perubahannya.
mengkomunikasikan kepada tingkatan organisasi di bawah Direksi yang Review the Board Manual and propose amendments.
terkait dengan keputusan tersebut, maksimal 7 (tujuh) hari sejak disahkan/
ditandatangani.
Complete the Board Manual with a standard time level for communicating to
the organizational level below the Board of Directors related to the decision, a
maximum of 7 (seven) days from the date of ratification / signing.
46. Menyampaikan dokumentasi pengesahan 4 Years Implementation Roadmap Menyampaikan dokumentasi pengesahan IT Master Plan.
2017-2020 sebagai IT master plan yang digunakan saat ini. Submit documentation of IT Master Plan approval.
Submit documentation of endorsement of the 4 Years Implementation Roadmap
2017-2020 as the IT master plan currently in use.
47. Menyampaikan dokumentasi laporan pelaksanaan sistem TI secara tertulis terkait Menyampaikan laporan tertulis kepada Dewan Komisaris terkait IT Master Plan.
dengan pelaksanaan IT Master Plan maupun kinerja TI kepada Dewan Komisaris, Submit written reports to the Board of Commissioners related to the IT Master Plan.
baik diminta ataupun tidak diminta.
Submit written documentation of IT system implementation reports related to IT
Master Plan implementation and IT performance to the Board of Commissioners,
both requested and unsolicited.
48. Memperhatikan dan memenuhi batas waktu penyampaian laporan perpajakan Mengupayakan penyampaian laporan pajak secara tepat waktu.
sehingga tidak terdapat keterlambatan pelaporan pajak, baik SPT bulanan Seek to submit tax reports in a timely manner.
maupun tahunan.
Paying attention and meeting the deadline for submitting tax reports so that there
is no delay in tax reporting, both monthly and annual tax returns.
49. Memperhatikan dan memenuhi batas waktu pembayaran kewajiban perpajakan Mengupayakan pembayaran pajak secara tepat waktu.
sehingga tidak terdapat keterlambatan pembayaran pajak, baik PPh karyawan, Seek tax payments in a timely manner.
PPh Badan, PPN masa dan rampung, maupun PBB.
Paying attention to and meeting the deadline for paying tax obligations so that
there are no late payments of taxes, both employee income tax, corporate income
tax, period and completed VAT, and the United Nations.
50. Realisasi anggaran Program Kemitraan sama dengan rencana anggaran yang Mengupayakan agar realisasi anggaran Program Kemitraan sama dengan rencana
disalurkan yang dimuat dalam rencana PKBL. anggaran yang disalurkan.
The realization of the Partnership Program budget is the same as the channeled Strive for the realization of the Partnership Program budget to be the same as the
budget plan contained in the PKBL plan. budgeted plan.
51. Menyampaikan dokumentasi terkait indikator kinerja CSR Perusahaan tahun 2018. Mengupayakan pembuatan indikator kinerja CSR Perseroan.
Submit documentation related to the Company's CSR performance indicators in Strive to make the Company's CSR performance indicators.
2018.
52. Memperhatikan dan memenuhi batas waktu penyampaian Laporan Evaluasi Menyampaikan laporan evaluasi kinerja kepada Dewan Komisaris secara tepat waktu.
Kinerja kepada Pemegang Saham secara tepat waktu. Penyampaian laporan kinerja kepada Pemegang Saham dilakukan melalui analyst
Observing and meeting the deadline for submitting the Performance Evaluation meeting.
Report to Shareholders in a timely manner. Submit performance evaluation reports to the Board of Commissioners in a timely
manner. Submission of performance reports to Shareholders is conducted through an
analyst meeting.

53. Laporan Evaluasi Kinerja triwulanan dan tahunan ditandatangani oleh anggota Direksi menandatangani laporan evaluasi kinerja triwulanan dan tahunan sebelum
Direksi sebelum diserahkan kepada Pemegang Saham diserahkan kepada Dewan Komisaris. Laporan kinerja dalam analyst meeting disetujui
Quarterly and annual Performance Evaluation Reports are signed by members of oleh Direksi sebelum disampaikan secara publik.
the Board of Directors before submitting them to the Shareholders The Directors sign quarterly and annual performance evaluation reports before
submitting them to the Board of Commissioners. The performance report in the analyst
meeting is approved by the Board of Directors before it is submitted publicly.
54. Memutakhirkan tata tertib Rapat Direksi yang mengatur etika rapat, pelaksanaan Melakukan pembaharuan ketentuan mengenai tata tertib dan etika rapat.
evaluasi tindak lanjut hasil rapat sebelumnya serta pembahasan/ telaah atas Updating provisions regarding the rules and ethics of the meeting.
arahan/usulan dan/atau tindak lanjut pelaksanaan atas keputusan Dewan
Komisaris terkait dengan usulan Direksi.
Updating the rules of the Board of Directors' Meeting governing the ethics of
the meeting, evaluating the follow-up to the results of the previous meeting and
discussing / reviewing the directives / proposals and / or following up on the
implementation of the Board of Commissioners' decisions related to the Board of
Directors' recommendations.
55. Rencana Rapat Direksi dimuat dan ditetapkan dalam RKAP. Memasukkan rencana rapat Direksi dimuat di dalam RKAP.
Plans for Directors Meetings are published and stipulated in the RKAP. Enter the Board of Directors' meeting plan contained in the RKAP.
56. Mendokumentasi terkait evaluasi terhadap pelaksanaan keputusan hasil rapat Memuat evaluasi/tindak lanjut atas keputusan hasil rapat sebelumnya di dalam rapat
sebelumnya di dalam setiap rapat Direksi. Direksi.
Document the evaluation related to the implementation of the decision of the Contains evaluation / follow-up on the decisions of the results of the previous meeting
results of the previous meeting in each meeting of the Board of Directors. in the Board of Directors' meeting.
57. Memenuhi kebutuhan tenaga Audit Internal sesuai dengan Man Power Planning. Memenuhi kebutuhan tenaga Audit Internal sesuai dengan Man Power Planning.
Meet the needs of Internal Audit personnel in accordance with Man Power Meet the needs of Internal Audit personnel in accordance with Man Power Planning.
Planning.
58. SPI/Fungsi Audit Internal melakukan penilaian atas program jaminan kualitas dan Mengupayakan agar unit Internal Audit melakukan assessment secara berkala oleh
peningkatan Fungsi Audit Internal secara keseluruhan yaitu review (assessment) assessor independen sekurang-kurangnya 5 (lima) tahun sekali.
berkala untuk menilai kepatuhan terhadap Charter Audit Internal, standar dan Strive for the Internal Audit unit to conduct periodic assessments by an independent
kode etik, efisiensi serta efektivitas dari DAI memenuhi kebutuhan dari berbagai assessor at least once every 5 (five) years.
stakeholders-nya. Assessment yang dilakukan oleh assessor independen
sekurang-kurangnya sekali dalam 5 (lima) tahun.
SPI / Internal Audit Function assesses the quality assurance program and overall
Internal Audit Function improvement, namely periodic review to assess compliance
with Internal Audit Charter, standards and code of ethics, efficiency and
effectiveness of DAI to meet the needs of various stakeholders. Assessments are
carried out by independent assessors at least once in 5 (five) years.
Aspek V Pengungkapan Informasi dan Transparansi | Aspect V Information Disclosure and Transparency
59. Laporan Tahunan bagian informasi praktik Tata Kelola Perusahaan memuat Memasukkan dalam muatan Laporan Tahunan, informasi berikut:
informasi antara lain: • Biaya yang dikeluarkan untuk perlindungan konsumen.
1. Uraian berkaitan dengan tanggung jawab sosial terhadap perlindungan • Biaya yang dikeluarkan untuk tanggung jawab sosial.
konsumen memuat informasi tentang Biaya yang telah dikeluarkan • Entering the contents of the Annual Report, the following information:
2. Uraian berkaitan dengan tanggung jawab sosial Perusahaan lingkungan • osts incurred for consumer protection.
memuat informasi tentang Biaya yang telah dikeluarkan. • Costs incurred for social responsibility.
The Annual Report on the Corporate Governance practice information section
contains information including:
1. The description relating to social responsibility for consumer protection
includes information about the costs that have been incurred
2. The description relating to corporate social responsibility includes information
about costs incurred.
60. Meningkatkan kembali kualitas Laporan Tahunan sehingga mendapatkan Mengupayakan peningkatan kualitas laporan tahunan, sehingga mendapatkan
penghargaan tertinggi pada ajang ARA kategori BUMN Non Keuangan Listed. penghargaan tertinggi pada ajang ARA kategori BUMN non keuangan listed.
Improving the quality of the Annual Report so that it gets the highest award in the Strive to improve the quality of the annual report, so as to get the highest award in the
ARA event in the Listed Non-Financial BUMN category. ARA category of listed non-financial SOEs.


Sebagai salah satu upaya untuk mewujudkan kinerja yang As one of the efforts to realize a clean performance of
bersih dari praktek-praktek Korupsi, Kolusi, dan Nepotisme, Corruption, Collusion and Nepotism practices, Garuda
Garuda Indonesia menyelenggarakan program pelaporan Indonesia operates a wealth reporting program by compiling
harta kekayaan dengan menyusun dan senantiasa melakukan and constantly updating the provisions for reporting wealth
pembaharuan atas ketentuan pelaporan harta kekayaan as the last time regulated in the Decree of the President
sebagaimana terakhir kali diatur dalam Surat Keputusan Director No. JKTDZ / SKEP / 50001/2019 dated 7 January
Direktur Utama No. JKTDZ/SKEP/50001/2019 tanggal 7 2019 concerning Provisions for Reporting Assets in PT
Januari 2019 tentang Ketentuan Pelaporan Harta Kekayaan Garuda Indonesia (Persero) Tbk.
di Lingkungan PT Garuda Indonesia (Persero) Tbk.
Berdasarkan ketentuan perundangan yang berlaku serta Based on the prevailing laws and regulations, it has been
Surat Keputusan tersebut, maka telah ditetapkan yang determined that it is compulsory to report assets within the
menjadi wajib lapor harta kekayaan di lingkungan Perseroan Company, including Directors, Board of Commissioners,
meliputi Direksi, Dewan Komisaris, Pegawai Pimpinan Leadership Officers at the level of Vice President and
setingkat Vice President dan General Manager Kantor General Manager of Branch Offices, employees who carry
Cabang, pegawai yang menjalankan proses pengadaan out procurement processes at the Company’s Procurement
pada Unit Pengadaan Perusahaan, serta Direksi pada anak Unit, and Directors of subsidiaries. The implementation of
perusahaan. Penyelenggaraan pelaporan harta kekayaan reporting assets is a mandate from the laws and regulations
merupakan amanat dari peraturan perundang-undangan relating to the eradication of acts of corruption. Garuda
yang terkait dengan pemberantasan tindak pindana Indonesia in carrying out its wealth reporting program in
korupsi. Garuda Indonesia dalam menjalankan program collaboration with the KPK includes sharing and monitoring
pelaporan harta kekayaan bekerjasama dengan KPK meliputi data and information regarding the mandatory reporting of
sharing dan monitoring data dan informasi mengenai wajib assets in Garuda Indonesia as well as technical guidance and
lapor harta kekayaan yang ada di Garuda Indonesia serta evaluation on the implementation of this reporting program.
bimbingan dan evaluasi teknis atas penerapan program
pelaporan ini.
Jumlah wajib lapor harta kekayaan di Garuda Indonesia The number of assets required to report on Garuda Indonesia
bergerak seiring dengan perubahan jabatan pimpinan moves in line with changes in leadership positions and / or
dan/atau pegawai yang termasuk dalam wajib lapor harta employees included in the mandatory report on assets. The
kekayaan. Jumlah wajib lapor harta kekayaan pada akhir required number of assets reported at the end of 2018 is 128
tahun 2018 adalah 128 wajib lapor dan tingkat kepatuhan mandatory reports and the level of reporting compliance
pelaporan sebanyak 92,19%. Sedangkan jumlah wajib lapor is 92.19%. While the number of compulsory reports at the
pada akhir tahun 2019 adalah 101 orang, dimana pada end of 2019 is 101 people, which at the time of this report
saat laporan ini disusun masih dalam periode pelaporan was still in the period of asset report.
harta kekayaan.

PENERAPAN PEDOMAN TATA KELOLA PERUSAHAAN TERBUKA
Application of TERBUKA
Open Governance Governance Guidelines
Application of Open Governance Governance Guidelines
Sesuai dengan Surat Edaran Otoritas Jasa Keuangan No. 32/ In accordance with the Financial Services Authority Circular
SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan No. 32 / SEOJK.04 / 2015 concerning Guidelines for Open
Terbuka, Pedoman Tata Kelola mencakup 5 (lima) aspek, Corporate Governance, Governance Guidelines cover
8 (delapan) prinsip dan 25 (dua puluh lima) rekomendasi 5 (five) aspects, 8 (eight) principles and 25 (twenty-five)
penerapan aspek dan prinsip tata kelola perusahaan yang recommendations on the application of aspects and principles
baik. Rekomendasi penerapan aspek dan prinsip tata of good corporate governance. Recommendations on the
kelola perusahaan yang baik dalam Pedoman Tata Kelola application of aspects and principles of good corporate
adalah standar penerapan aspek dan prinsip tata kelola governance in the Guidelines for Governance are standard
perusahaan yang baik yang harus diterapkan Perseroan implementation of aspects and principles of good corporate
untuk mengimplementasikan prinsip tata kelola. Adapun governance that must be applied by the Company to implement
uraian penerapannya, dapat disampaikan, sebagai berikut. the principles of good corporate governance. The description
of the application can be conveyed as follows.
Realisasi
Rekomendasi Realization Penjelasan
No.
Recommendation Explanation
Sudah Belum
Finished Not yet
1.1 Perusahaan Terbuka memiliki cara atau prosedur teknis v Anggaran Dasar Perseroan mengatur bahwa pemungutan
pengumpulan suara (voting) baik secara terbuka maupun suara dilakukan secara lisan, kecuali apabila Ketua Rapat
tertutup yang mengedepankan independensi, dan menentukan lain.
kepentingan pemegang saham. Adapun mekanisme pemungutan suara secara lisan dilakukan
The Public Company has a method or procedure for dengan “mengangkat tangan”. Prosedur pemungutan suara
voting, both publicly and privately, which promotes ini diatur dan disampaikan dalam Tata Tertib RUPS kepada
independence and the interests of shareholders. seluruh pemegang saham sebelum RUPS dilaksanakan.
The Company’s Articles of Association stipulate that voting
is conducted verbally, unless the Chair of the Meeting
determines otherwise.
The mechanism for verbal voting is done by “raising hands”.
This voting procedure is regulated and communicated in the
GMS Rules for all shareholders before the GMS is held.
1.2 Seluruh anggota Direksi dan anggota Dewan Komisaris v Seluruh anggota Direksi dan anggota Dewan Komisaris
Perusahaan Terbuka hadir dalam RUPS Tahunan. hadir dalam RUPS Tahunan Tahun Buku 2018 yang
All members of the Board of Directors and members of diselenggarakan pada tanggal 24 April 2019.
the Board of Commissioners of the Public Company are All members of the Board of Directors and members of the
present at the Annual GMS. Board of Commissioners attended the 2018 Annual Meeting
of Shareholders held on April 24, 2019.
1.3 Ringkasan risalah RUPS tersedia dalam Situs Web v Hasil/Ringkasan Risalah RUPS tersedia dalam situs web
Perusahaan Terbuka paling sedikit selama 1 (satu) tahun. Perseroan dalam jangka waktu paling lambat 2 (dua) hari
A summary of the GMS minutes is available on the kerja setelah tanggal penyelenggaraan RUPS. Ringkasan
Website Public Company for at least 1 (one) year. Risalah RUPS tersedia dalam Bahasa Indonesia dan Bahasa
Inggris.
Saat ini, informasi Ringkasan Risalah RUPS yang tersedia
dalam web Perseroan adalah RUPS tahun 2011 sampai
dengan RUPS tahun 2019.
The Results / Summary of GMS Minutes are available on the
Company’s website at the latest within 2 (two) working days
after the date of the GMS. A summary of the GMS Minutes is
available in Indonesian and English.
At present, the GMS Summary information available on the
Company’s website is the 2011 GMS through the 2019
GMS.

Realisasi
No.
Sudah Belum
Finished Not yet
2.1 Perusahaan Terbuka memiliki suatu kebijakan komunikasi v Perseroan menyediakan laporan berkala, keterbukaan
dengan pemegang saham atau investor. informasi, kondisi atau prospek bisnis dan kinerja, serta
Public Company has a communication policy with pelaksanaan tata kelola Perusahaan melalui web Perseroan
shareholders or investors. dan web Bursa Efek Indonesia.
Perseroan menyediakan sarana komunikasi melalui:
Telepon: 021-25601201
The Company provides periodic reports, information
disclosure, business conditions or prospects and
performance, as well as the implementation of corporate
governance through the Company’s website and the
Indonesia Stock Exchange website.
The Company provides communication facilities through:
Telephone: 021-25601201
2.2. Perusahaan Terbuka mengungkapkan kebijakan V Perseroan mengungkapkan kebijakan Perseroan melalui web
komunikasi Perusahaan Terbuka dengan pemegang Perseroan dan web Bursa Efek Indonesia.
saham atau investor dalam Situs Web. The Company discloses its policies through the Company’s
The Public Company discloses the Public Company’s website and the Indonesia Stock Exchange website.
communication policy with shareholders or investors on
the Website.
3.1 Penentuan jumlah anggota Dewan Komisaris V Pada tahun 2019, jumlah Dewan Komisaris sampai dengan
mempertimbangkan kondisi Perusahaan Terbuka. diselenggarakannya RUPS Tahunan adalah sebanyak 7 orang.
Determination of the number of members of the Board Jumlah tersebut berubah menjadi 5 orang berdasarkan
of Commissioners consider the condition of a public Keputusan RUPS Tahunan Perseroan.
company. Jumlah Dewan Komisaris berbanding dengan jumlah Direksi,
sebagai bentuk optimalisasi pengawasan berkenaan dengan
kapasitas dan ukuran Perseroan. Namun demikian, jumlah
anggota Dewan Komisaris tetap tidak melebihi jumlah
anggota Direksi.
In 2019, the number of the Board of Commissioners until the
Annual GMS was held was 7 people. The number changed
to 5 people based on the decision of the Company’s Annual
General Meeting.
The number of the Board of Commissioners is proportional
to the number of Directors, as a form of optimization
of supervision regarding the capacity and size of the
Company. However, the number of members of the Board of
Commissioners still does not exceed the number of members
of the Board of Directors.
3.2 Penentuan Komposisi anggota Dewan Komisaris V Komposisi Dewan Komisaris telah memperhatikan kebutuhan
memperhatikan keberagaman keahlian, pengetahuan, Perseroan, dimana masing-masing anggota Dewan Komisaris
dan pengalaman yang dibutuhkan. memiliki latar belakang pendidikan sesuai kebutuhan
Determination of the Composition of members of the perseroan antara lain dibidang manajemen transportasi,
Board of Commissioners takes into account the diversity keuangan, manajemen risiko, bisnis development.
of expertise, knowledge and experience required. The composition of the Board of Commissioners has
taken into account the needs of the Company, where each
member of the Board of Commissioners has an educational
background according to the needs of the company including
in the areas of transportation management, finance, risk
management, business development.
4.1 Dewan Komisaris mempunyai kebijakan penilaian sendiri V Penilaian kinerja Dewan Komisaris dilakukan sekali dalam 1
(self assessment) untuk menilai kinerja Dewan Komisaris. (satu) tahun, dengan menggunakan metode self assessment.
The Board of Commissioners has a self-assessment The performance evaluation of the Board of Commissioners
policy to assess the performance of the Board of is carried out once in 1 (one) year, using the self assessment
Commissioners. method.
4.2 Kebijakan penilaian sendiri (self assessment) untuk V Kebijakan penilaian sendiri (self assessment) kinerja Dewan
menilai kinerja Dewan Komisaris, diungkapkan melalui Komisaris telah kami ungkapkan dalam Laporan Tahunan ini.
Laporan Tahunan Perusahaan Terbuka. We have disclosed our Board of Commissioners’ performance
The self-assessment policy to evaluate the performance self-assessment policy in this Annual Report.
of the Board of Commissioners is disclosed through the
Annual Report of the Public Company.

Realisasi
No.
Sudah Belum
Finished Not yet
4.3 Dewan Komisaris mempunyai kebijakan terkait v Perseroan tidak secara khusus mengatur mengenai
pengunduran diri anggota Dewan Komisaris apabila pengunduran diri anggota Dewan Komisaris, sehubungan
terlibat dalam kejahatan keuangan. dengan kejahatan keuangan. Namun demikian dalam
The Board of Commissioners has a policy regarding the Anggaran Dasar Perseroan telah diatur mengenai ketentuan
resignation of members of the Board of Commissioners pengunduran diri Dewan Komisaris.
when involved in financial crimes. Adapun kaitannya dengan kejahatan keuangan, Anggaran
Dasar mengatur lebih ketat dimana apabila berdasarkan
kenyataan, anggota Dewan Komisaris terlibat dalam
tindakan yang merugikan Perseroan dan/atau Negara dan/
atau dinyatakan bersalah dengan putusan pengadilan yang
mempunyai kekuatan hukum tetap maka yang bersangkutan
diberhentikan.
The Company does not specifically regulate the resignation
of members of the Board of Commissioners in connection
with financial crimes. However, in the Articles of Association
the Company has regulated the terms of resignation of the
Board of Commissioners.
As for matters relating to financial crimes, the Articles of
Association regulate more stringently where if based on
reality, members of the Board of Commissioners are involved
in actions that harm the Company and / or the State and / or
are found guilty of court decisions that have permanent legal
force then the person concerned is dismissed.
4.4 Dewan Komisaris atau Komite yang menjalankan fungsi v Komite Nominasi dan Remunerasi yang dibentuk tanggal
Nominasi dan Remunerasi menyusun kebijakan suksesi 4 Desember 2017 bertugas diantaranya menyusun dan
dalam proses Nominasi anggota Direksi. merekomendasikan sistem nominasi dan evaluasi kinerja
The Board of Commissioners or Committee that bagi Direksi dan Dewan Komisaris, serta membuat rencana
carries out the Nomination and Remuneration function dan memastikan proses suksesi Dewan Komisaris dan Direksi
formulates a succession policy in the Nomination process sesuai dengan ketentuan perundangan yang berlaku.
of the members of the Board of Directors. The Nomination and Remuneration Committee that was
formed on 4 December 2017 has the task of preparing and
recommending a nomination and performance evaluation
system for Directors and Board of Commissioners, as well
as making plans and ensuring the succession process of the
Board of Commissioners and Directors in accordance with
applicable laws and regulations.
5.1 Penentuan jumlah anggota Direksi mempertimbangkan V Pada tahun 2019, jumlah anggota Direksi sampai dengan
kondisi Perusahaan Terbuka serta efektifitas dalam diselenggarakannya RUPS Tahunan adalah sebanyak 8 orang.
pengambilan keputusan. Jumlah tersebut berubah menjadi 7 orang berdasarkan hasil
Determination of the number of members of the Board of keputusan RUPS Tahunan Perseroan. Jumlah tersebut dengan
Directors considers the condition of the Public Company mempertimbangkan karakteristik dan kapasitas serta ukuran
and its effectiveness in decision making. Perseroan.
In 2019, there were 8 members of the Board of Directors
until the Annual GMS was held. The number changed to
7 people based on the decision of the Company’s Annual
General Meeting. This amount takes into account the
characteristics and capacity and size of the Company.
5.2 Penentuan komposisi anggota Direksi memperhatikan, V Latar belakang pendidikan Direksi disesuaikan dengan
keberagaman keahlian, pengetahuan, dan pengalaman kebutuhan perseroan antara lain manajemen kargo, layanan,
yang dibutuhkan. operasi, marketing dan teknologi informasi, SDM dan
Determination of the composition of members of the keuangan serta manajemen risiko
Board of Directors pays attention to the diversity of The educational background of the Directors is adjusted to
expertise, knowledge, and experience the needs of the company including cargo management,
needed. services, operations, marketing and information technology,
HR and finance as well as risk management
5.3 Anggota Direksi yang membawahi bidang akuntansi atau V Direktur yang membidangi keuangan berlatar belakang
keuangan memiliki keahlian dan/atau pengetahuan di Manajemen Keuangan dan Perbankan.
bidang akuntansi. The director in charge of finance has a background in
Directors who are in charge of accounting or finance Financial Management and Banking.
have expertise and / or knowledge in accounting.
6.1 Direksi mempunyai kebijakan penilaian sendiri (self V Kebijakan penilaian kinerja Direksi dituangkan dalam
assessment) untuk menilai kinerja Direksi. Board Manual Perseroan. Dimana penilaian kinerja Direksi
The Board of Directors has a self-assessment policy to dilakukan secara self assessment dan dievaluasi oleh Dewan
assess the performance of the Board of Directors. Komisaris.
The policy for evaluating the performance of the Directors
is set out in the Company’s Board Manual. Where the
performance appraisal of the Directors is carried out by self-
assessment and evaluated by the Board of Commissioners.

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6.2 Kebijakan penilaian sendiri (self assessment) untuk V Kebijakan penilaian sendiri untuk kinerja Direksi telah
menilai kinerja Direksi diungkapkan melalui laporan diungkapkan dalam Laporan Tahunan ini.
tahunan Perusahaan Terbuka. The self-assessment policy for the performance of the
The self-assessment policy to assess the performance of Directors has been disclosed in this Annual Report.
the Directors is disclosed through the annual report of
the Public Company.
6.3 Direksi mempunyai kebijakan terkait pengunduran V Perseroan tidak secara khusus mengatur mengenai
diri anggota Direksi apabila terlibat dalam kejahatan pengunduran diri anggota Direksi sehubungan dengan
keuangan. kejahatan keuangan. Namun demikian dalam Anggaran
The Board of Directors has a policy related to the Dasar Perseroan telah diatur mengenai ketentuan
resignation of members of the Board of Directors when pengunduran diri Direksi.
involved in financial crimes. Adapun kaitannya dengan kejahatan keuangan, Anggaran
Dasar mengatur lebih ketat dimana apabila berdasarkan
kenyataan, anggota Direksi terlibat dalam tindakan
yang merugikan Perseroan dan/atau Negara dan/atau
dinyatakan bersalah dengan putusan pengadilan yang
mempunyai kekuatan hukum tetap maka yang bersangkutan
diberhentikan.
The Company does not specifically regulate the resignation
of members of the Board of Directors in connection with
financial crimes. However, in the Company’s Articles of
Association, provisions regarding resignation of the Directors
have been regulated.
As for matters relating to financial crimes, the Articles of
Association regulate more stringently where if based on
reality, members of the Board of Directors are involved in
actions that harm the Company and / or the State and / or
are found guilty of a court decision that has permanent legal
force then the person concerned is dismissed.
7.1 Perusahaan Terbuka memiliki kebijakan untuk mencegah V Perseroan telah memiliki kebijakan terkait Insider Trading
terjadinya insider trading. yang dituangkan dalam Surat Keputusan Direktur Utama
Public Company has a policy to prevent Perseroan yang juga dituangkan kembali dalam Board
the occurrence of insider trading. Manual Perseroan serta Pedoman Etika Bisnis dan Etika Kerja
Perseroan.
The Company has policies related to Insider Trading as
outlined in the Decree of the President Director of the
Company which is also set forth in the Board Manual of the
Company as well as the Company’s Business Ethics and Work
Ethics Guidelines.
7.2 Perusahaan Terbuka memiliki kebijakan anti korupsi dan V Perseroan telah memiliki kebijakan anti korupsi dan anti
anti fraud. fraud yang dituangkan dalam Surat Keputusan Direktur
Public Company has anti-corruption and anti-fraud Utama Perseroan yang juga dituangkan kembali dalam
policies. Pedoman Etika Bisnis dan Etika Kerja Perseroan. Kebijakan
yang telah dimiliki Perseroan direalisasikan dalam program
pengendalian Gratifikasi, Pelaporan harta kekayaan, dan
whistleblowing system.
The Company has an anti-corruption and anti-fraud policy
as outlined in the Decree of the President Director of the
Company which is also set forth in the Company’s Business
Ethics and Work Ethics Guidelines. The Company’s policies
are realized in the program Gratification control, Reporting
assets, and whistleblowing system.
7.3 Perusahaan Terbuka memiliki kebijakan tentang seleksi V Perseroan telah memiliki kebijakan tentang seleksi dan
dan peningkatan kemampuan pemasok atau vendor. peningkatan kemampuan pemasok yang dituangkan dalam
Public Company has a policy regarding the selection and Manual Pengadaan
improvement of the ability of suppliers or vendors. The Company has a policy regarding selection and capacity
building for suppliers as outlined in the Procurement Manual
7.4 Perusahaan Terbuka memiliki kebijakan tentang V Perseroan telah memiliki kebijakan tentang pemenuhan hak-
pemenuhan hak-hak kreditur. hak kreditur yang dituangkan dalam Pedoman Etika Bisnis
The Public Company has a policy regarding the dan Etika Kerja dan Kebijakan Pengelolaan Pinjaman.
fulfillment of creditor rights. The Company has a policy regarding the fulfillment of
creditor rights as outlined in the Guidelines for Business
Ethics and Work Ethics and Loan Management Policies.

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7.5 Perusahaan Terbuka memiliki kebijakan sistem V Perseroan telah menetapkan program Pelaporan pelanggaran
whistleblowing. dengan nama Garuda Indonesia Whistleblower System
Public Company has a whistleblowing system policy. (WBS) dengan alamat Pelaporan melalui whistleblower@
garuda-indonesia.com.
Informasi lebih lanjut terkait dengan kebijakan WBS telah
kami tuangkan juga dalam Laporan Tahunan ini.
The Company has established a Violation Reporting program
called the Garuda Indonesia Whistleblower System (WBS)
with the Reporting address via whistleblower@garuda-
indonesia.com.
We have also provided further information regarding the
WBS policy in this Annual Report.
7.6 Perusahaan Terbuka memiliki kebijakan pemberian V Kebijakan pemberian insentif kepada Direksi dan karyawan
insentif jangka panjang kepada Direksi dan karyawan. telah diungkapkan dalam Laporan Tahunan ini, khususnya
Public Company has a policy of providing long-term sub bab Kebijakan dan Prosedur Penetapan Remunerasi
incentives to Directors and employees. Direksi dan sub bab Strategi Remunerasi
The policy of providing incentives to Directors and employees
has been disclosed in this Annual Report, specifically the
section on Policies and Procedures for Determining Directors’
Remuneration and the Remuneration Strategy sub-chapter
8.1 Perusahaan Terbuka memanfaatkan penggunaan V Perseroan menyampaikan keterbukaan informasi (utamanya
teknologi informasi secara lebih luas selain Situs Web terkait dengan pelaporan-pelaporan) melalui teknologi
sebagai media keterbukaan informasi. informasi berbasis web, diantaranya Sarana Pelaporan
Public Company utilizes the use of information Elektronik Terintegrasi Emiten dan Perusahaan Publik, Bea
technology more broadly than the Website as a medium Cukai, Perdagangan dan BUMN Online.
of information disclosure. Informasi lain terkait dengan Perseroan diluar yang telah
diatur oleh peraturan perundangan juga disampaikan melalui
media social Perseroan.
Secara khusus, Perseroan memanfaatkan email blast melalui
investor@garuda-indonesia.com untuk menyampaikan
indicator umum kinerja perusahaan secara periodik kepada
para pemangku kepentingan termasuk komunitas pasar
modal.
The Company conveys information disclosure (mainly related
to reports) through web-based information technology,
including Integrated Electronic Reporting Facilities of Issuers
and Public Companies, Customs, Trade and BUMN Online.
Other information related to the Company beyond those
regulated by laws and regulations is also conveyed through
the Company’s social media.
Specifically, the Company utilizes email blasts through
investor@garuda-indonesia.com to convey general indicators
of company performance periodically to stakeholders
including the capital market community.
8.2 Laporan Tahunan Perusahaan Terbuka mengungkapkan V Pemilik manfaat akhir dalam kepemilikan saham Perseroan
pemilik manfaat akhir dalam kepemilikan saham telah diungkapkan dalam Laporan Tahunan ini pada bagian
Perusahaan Terbuka paling sedikit 5% (lima persen), Ikhtisar Saham kolom Komposisi Pemegang Saham Domestik
selain pengungkapan pemilik manfaat akhir dalam dan Internasional serta pada bagian 20 Pemegang Saham
kepemilikan saham Perusahaan Terbuka melalui Terbesar.
pemegang saham utama dan pengendali. The final beneficial owner in the ownership of the
The Public Company Annual Report discloses the final Company’s shares has been disclosed in this Annual Report
beneficial owner in the ownership of the Public Company in the Stock Overview section of the Composition column of
shares of at least 5% (five percent), in addition to the Domestic and International Shareholders and in section 20 of
disclosure of the final beneficial owner in the ownership the Largest Shareholders.
of the shares of the Public Company through the main
and controlling shareholders.

Tanggung Jawab
Sosial Perusahaan
Corporate Social Responsibility
Tanggung Jawab Sosial Perusahaan
07 Corporate Social Responsibility
TATA KELOLA TANGGUNG JAWAB SOSIAL
538
Governance of Social Responsibilities
TANGGUNG JAWAB SOSIAL
550 PERUSAHAAN TERKAIT DENGAN HAK ASASI MANUSIA
Corporate Social Responsibilities Related to Human Rights
TANGGUNG JAWAB SOSIAL PERUSAHAAN
553 TERKAIT DENGAN OPERASI ADIL
Corporate Social Responsibilities Related to Fair Operations
557 DENGAN LINGKUNGAN HIDUP
Corporate Social Responsibilities Related to The Environment
DENGAN KETENAGAKERJAAN, KESEHATAN DAN
564 KESELAMATAN KERJA
Corporate Social Responsibilities Related to Labor, Health and
Safety
DENGAN TANGGUNG JAWAB KEPADA KONSUMEN
572
Corporate Social Responsibility Related to Consumer
Responsibilities
DENGAN PENGEMBANGAN SOSIAL KEMASYARAKATAN
577
Corporate Social Responsibilities Related to Community Social
Development
TATA KELOLA
Governance TANGGUNG JAWAB SOSIAL
of Social Responsibilities

Sepanjang tahun 2019, Garuda Indonesia mengeluarkan biaya untuk

menjalankan berbagai kegiatan yang berkaitan dengan program sosial
dan kemasyarakatan sebesar Rp7,43 miliar meningkat sebesar 39,51%
dari tahun sebelumnya.
Throughout 2019, Garuda Indonesia spent Rp7.43 billion for implementing
various activities related to social and community programs, increased by
39.51% compared to the previous year.
KOMITMEN PADA TANGGUNG JAWAB COMMITMENT TO SOCIAL

SOSIAL RESPONSIBILITY
Garuda Indonesia berkomitmen menjalankan Program Garuda Indonesia is committed to running the Corporate
Tanggung Jawab Sosial Perusahaan (Corporate Social Social Responsibility (CSR) program as the right approach
Responsibility/CSR) sebagai pendekatan yang tepat bagi for business entities to take root and grow together with the
entitas bisnis untuk mengakar dan tumbuh kembang bersama community and respect for human rights, the obligation to
masyarakat serta penghormatan terhadap hak asasi manusia, provide a comfortable place and a good working relationship
kewajiban untuk menyediakan tempat yang nyaman dan with employees , prioritizing the maintenance of occupational
hubungan kerja yang baik dengan pegawai, mengutamakan health and safety, and participating in developing the local
terjaganya kesehatan dan keselamatan kerja, dan ikut serta economy and community.
mengembangkan ekonomi dan komunitas lokal.

Melalui Garuda Indonesia Peduli, Garuda Indonesia telah Through Garuda Indonesia Care, Garuda Indonesia has
menjalankan program CSR yang dirancang untuk mendukung implemented a CSR program designed to support community
perkembangan masyarakat dan pembangunan berwawasan development and environmentally sustainable development.
lingkungan yang berkelanjutan. Program-program yang The programs that are carried out are also often synergized
dijalankan juga kerap disinergikan dengan upaya Pemerintah, with the efforts of the Government, and other institutions,
dan institusi lainnya baik domestik maupun internasional both domestic and international, which touch on 3 (three)
yang menyentuh 3 (tiga) aspek CSR yakni Ekonomi, Sosial, aspects of CSR, namely Economic, Social, and Environmental
dan Lingkungan secara konsisten dan berkesinambungan. consistently and continuously.
Di sisi lain, dalam kaitannya dengan perannya sebagai Badan On the other hand, in relation to its role as a State-Owned
Usaha Milik Negara (BUMN), Perseroan juga melaksanakan Enterprise (SOE), the Company also implements the Community
Program Kemitraan Bina Lingkungan (PKBL) sebagaimana Development Partnership Program (PKBL) as stipulated in SOE
diatur dalam Peraturan Menteri (Permen) BUMN No. PER- Ministerial Regulation (Permen) No. PER-02/MBU/7/2017
02/MBU/7/2017 tentang Program Kemitraan dan Program concerning SOE Partnership and Community Development
Bina Lingkungan BUMN. PKBL adalah bentuk tanggung Programs. PKBL is a form of SOE’s responsibility to the
jawab BUMN kepada masyarakat melalui partisipasi aktif community through active participation in providing guidance
memberikan bimbingan dan bantuan kepada pengusaha and assistance to entrepreneurs with weak economic groups,
golongan ekonomi lemah, koperasi dan masyarakat. PKBL cooperatives and the community. PKBL consists of Small
terdiri atas Program Kemitraan Usaha Kecil dan Pembinaan Business Partnership Program and Environmental Development
Lingkungan oleh BUMN melalui pemanfaatan dana dari by SOE through the utilization of funds from SOE profit share.
bagian laba BUMN. Program Kemitraan BUMN dengan The SOE Partnership Program with Small Businesses, hereinafter
Usaha Kecil, yang selanjutnya disebut Program Kemitraan, referred to as the Partnership Program, is a program to improve
merupakan program untuk meningkatkan kemampuan usaha the ability of small businesses through the utilization of funds
kecil melalui pemanfaatan dana dari bagian laba BUMN. from the BUMN profit share. The purpose of the Partnership
Tujuan Program Kemitraan adalah untuk meningkatkan Program is to increase the ability of small entrepreneurs to
kemampuan para pengusaha kecil agar menjadi mandiri become independent while empowering the social conditions
sekaligus pemberdayaan kondisi sosial masyarakat. of the community.
Dalam pelaksanaan CSR dan PKBL, Garuda Indonesia In the implementation of CSR and PKBL, Garuda Indonesia
senantiasa berpedoman pada ketentuan dalam berbagai is always guided by the provisions in the following various
peraturan dan perundangan yang berlaku berikut ini: rules and regulations:
1. Undang-Undang No. 40 Tahun 2007 mengenai Garuda 1. Law No. 40 of 2007 concerning Garuda Indonesia
Indonesia Terbatas; Limited;
2. Undang-Undang No. 8 Tahun 1999 mengenai 2. Law No. 8 of 1999 concerning Consumer Protection;
Perlindungan Konsumen;
3. Undang-Undang No. 13 Tahun 2003 mengenai 3. Law No. 13 of 2003 concerning Manpower;
Ketenagakerjaan;
4. Permen BUMN No. PER-02/MBU/7/2017 tanggal 4. BUMN SOE No. PER-02/MBU/7/2017 dated
20 Juli 2017; July 20, 2017;
19 Desember 2016; December 19, 2016;
3 Juli 2015; July 3, 2015;
7. Permen BUMN No. PER-05/MBU/2007 tanggal 27 7. BUMN SOE No. PER-05/MBU/2007 dated April 27,
April 2007; 2007;
8. Peraturan Menteri Perhubungan No. PM 77 Tahun 2011 8. Minister of Transportation Regulation No. PM 77 of
tentang Tanggung Jawab Pengangkut Angkutan Udara. 2011 concerning Responsibilities of Air Transport
Carriers.

Selain itu landasan regulasi di atas, Perseroan juga In addition to the above regulatory basis, the Company also
merumuskan dan menjalankan aktivitas CSR-nya dengan formulates and carries out its CSR activities by referring
mengacu pada standar ISO 26000 yang berisi tentang to ISO 26000 standard which contains guidelines on
panduan praktik-praktik tanggung jawab sosial dalam aspek social responsibility practices in aspects of accountability,
akuntabilitas, transparansi, perilaku etis, penghormatan transparency, ethical behavior, respect for stakeholder
kepada kepentingan stakeholder, kepatuhan pada hukum, interests, compliance with law, respect for international
penghormatan pada norma perilaku internasional, dan norms of behavior, and enforcement of human rights.
penegakan hak asasi manusia.
Visi dan Misi Vision and mission

Untuk terus mewujudkan tumbuh kembang yang berkualitas To continue to realize quality growth and development and
dan memenuhi harapan seluruh pemangku kepentingan, meet the expectations of all stakeholders, the Company
Perseroan melandaskan implementasi tanggung jawab underlines the implementation of its social responsibility
sosialnya dalam visi dan misi berikut ini. in the following vision and mission.
Visi: Vision:
Menjadi perusahaan yang berkomitmen untuk meningkatkan Being a company that is committed to improving the quality
kualitas hidup masyarakat dan lingkungan. of life of people and the environment.
Misi: Mission:
Mewujudkan program CSR yang berkelanjutan dan Creating a CSR program that is sustainable and supports
mendukung nilai-nilai Perusahaan dalam rangka menciptakan the Company’s values in order to create a harmonious
hubungan yang harmonis antara Pemerintah, Perusahaan relationship between the Government, the Company and
dan Masyarakat. the Community.
Melalui pencanangan visi dan misi untuk pelaksanaan Through the launching of a vision and mission for the
CSR dan PKBL tersebut, Perseroan yakin dapat meraih implementation of CSR and PKBL, the Company is confident
keberhasilan kinerja yang diimbangi dengan keberhasilan that it can achieve successful performance that is balanced
menjaga lingkungan hidup dan keberhasilan memajukan with the success of protecting the environment and the
kehidupan masyarakat di daerah sekitar operasional. success in advancing the lives of the community in the
area around operations.
METODA DAN LINGKUP DUE DILIGENT METHODS AND SCOPE OF DUE

TERHADAP DAMPAK SOSIAL, DILIGENT AGAINST SOCIAL, ECONOMIC
EKONOMI DAN LINGKUNGAN DARI AND ENVIRONMENTAL IMPACTS OF
AKTIVITAS PERSEROAN THE COMPANY
Untuk mendukung keberlanjutan bisnis Perseroan, Garuda To support the sustainability of the Company’s business,
Indonesia senantiasa menelaah dampak sosial, ekonomi dan Garuda Indonesia constantly examines social, economic and
lingkungan. Hal ini bertujuan untuk memberikan dampak positif environmental impacts. It aims to have a positive impact
dan mengurangi dampak negatif dalam kegiatan bisnisnya. and reduce the negative impact in its business activities.
Oleh karena itu, Perseroan telah memiliki due diligent dari Therefore, the Company has had due diligence from its
kegiatan tanggung jawab sosial perusahaannya antara lain: corporate social responsibility activities, including:
HAK AZASI MANUSIA HUMAN RIGHTS

KEBIJAKAN DAN PENERAPANNYA POLICY AND APPLICATION
Perseroan berkewajiban untuk menyediakan dan memberikan The Company is obliged to provide and contribute to both
kontribusi kepada para pemegang kepentingan baik internal internal and external stakeholders, namely carrying out
maupun eksternal yaitu pelaksanakan tanggung jawab responsibilities in Human Rights. The Company has policies in
dalam Hak Asasi Manusia. Perseroan memiliki kebijakan upholding human rights related to employees. The Company
dalam penegakan hak asasi manusia yang berkaitan dengan provides equality and equal employment opportunities for
pegawai. Perseroan memberikan kesetaraan dan kesempatan all employees in corporate social responsibility related to
kerja yang sama bagi seluruh pegawai dalam tanggung human rights. The company also has a policy related to
jawab sosial perseroan terkait hak asasi manusia. Perseroan customers. To that end, the Company has implemented
juga memiliki kebijakan terkait pelanggan. Untuk itu, various programs as a form of corporate responsibility.

Perseroan telah menerapkan berbagai program sebagai

bentuk tanggung jawab Perseroan.
MEKANISME PEMANTAUAN MONITORING MECHANISM

Terkait dengan ketenagakerjaan, perseroan melakukan Related to employment, the company conducts employee
survei kepuasan pegawai dalam pemantauan efektivitas satisfaction surveys in monitoring the effectiveness of the
penerapan tanggung jawabnya kepada pegawai. Perseroan implementation of its responsibilities to employees. The
juga melaksanakan survei kepuasan pelanggan dalam upaya Company also conducts customer satisfaction surveys in
meningkatkan kepuasan pelanggan. an effort to increase customer satisfaction.
MEKANISME PENANGANAN KELUHAN COMPLAINTS HANDLING MECHANISM

Perseroan senantiasa menjaga hubungan baik dengan para The Company always maintains good relations with
stakeholder. Perseroan memberikan suatu media untuk menangani stakeholders. The Company provides a medium for handling
keluhan pada stakeholder yaitu bagi pegawai dapat melalui complaints with stakeholders, namely for employees to go
HC Care/Employee Services Center dan bagi pelanggan dapat through the HC Care / Employee Services Center and for
menyampaikan keluhan melalui call center, live chat, Email, customers to submit complaints through call center, live
Website, Media Sosial (Facebook & Twitter), Suggestion form, chat, Email, Website, Media Sosial (Facebook & Twitter),
customer service di bandara dan di kantor penjualan. Suggestion form, customer service in airport and sales office.
OPERASI YANG ADIL FAIR OPERATION

Garuda Indonesia memiliki berbagai kebijakan yang mengatur Garuda Indonesia has various policies that regulate fair
dilaksanakan operasi yang adil diantaranya kebijakan terkait operations including policies related to suppliers and
pemasok dan kreditur, kebijakan benturan kepentingan, creditors, conflict of interest policies, whistleblowing
kebijakan whistleblowing system (WBS) dan kebijakan anti system (WBS) policies and anti-corruption policies. In the
korupsi. Dalam whistleblowing system, terdapat mekanisme whistleblowing system, there is a mechanism to protect the
perlindungan terhadap kerahasiaan identitas pelapor. Dalam confidentiality of the reporter’s identity. In relations with
hubungan dengan pemasok, Perseroan menjalin komunikasi suppliers, the Company establishes honest and effective
secara jujur dan efektif dalam rangka mengembangkan communication in order to develop partnerships with
kemitraan dengan pemasok untuk memperoleh barang dan suppliers to obtain goods and services that are appropriate
jasa yang sesuai dengan didasarkan kepada peraturan dan based on applicable laws and regulations.
perundang-undangan yang berlaku.

Dalam pemantauan terhadap operasi yang adil, Garuda In monitoring fair operations, Garuda Indonesia conducts
Indonesia melakukan assessment secara berkala setiap 2 periodic assessments every 2 (two) years and self-
(dua) tahun dan evaluasi (review) yang dilakukan sendiri assessment. To measure supplier / vendor satisfaction,
(self-assessment). Untuk mengukur tingkat kepuasan Garuda Indonesia conducted a supplier feedback survey.
pemasok/vendor, Garuda Indonesia melaksanakan supplier
feedback survey.

Perseroan memiliki Mekanisme penanganan dugaan The Company has a mechanism for handling suspected
pelanggaran atau whistleblowing system (WBS). Laporan violations or whistleblowing systems (WBS). The report can
tersebut dapat disampaikan secara online melalui sistem be submitted online through a web-based system at www.
berbasis web dengan alamat www.ga-whistleblower.com ga-whistleblower.com or via electronic mail whistleblower@
atau melalui surat elektronik whistleblower@garuda- garuda-indonesia.com. In the process of procuring goods and
indonesia.com. Dalam proses pengadaan barang dan services, Garuda Indonesia has applied the basic principles
jasa, Garuda Indonesia telah menerapkan prinsip-prinsip of procurement, so if suppliers / vendors have complaints,
dasar pelaksanaan pengadaan. Maka dari itu, apabila information or suggestions on the procurement of goods
pemasok/vendor memiliki keluhan, informasi, atau saran and services in Garuda Indonesia, then suppliers / vendors
terhadap pelaksanaan pengadaan barang dan jasa di Garuda can submit complaints, information, or suggestions through
Indonesia, maka pemasok/vendor dapat menyampaikan business-support@garuda-indonesia.com email address.
keluhan, informasi, atau saran tersebut melalui alamat
email business-support@garuda-indonesia.com.

LINGKUNGAN HIDUP LIVING ENVIRONMENT

Garuda Indonesia memiliki kebijakan tanggung jawab sosial Garuda Indonesia has a corporate social responsibility policy
perusahaan terkait Lingkungan Hidup. Fokus Perseroan related to the Environment. The focus of the Company
terkait tanggung jawab terhadap pengelolaan lingkungan regarding responsibility for environmental management
di tahun 2019 terletak pada upaya untuk meminimalkan in 2019 lies in efforts to minimize the impact of business
dampak aktivitas bisnis terhadap kelestarian lingkungan activities on environmental sustainability, including
hidup termasuk mendukung mitigasi dampak perubahan supporting mitigation of the impacts of climate change
iklim dan mengimplementasikan praktik-praktik terbaik and implementing best practices for realizing sustainability.
untuk mewujudkan kelestarian.

Perseroan secara rutin melakukan penyederhanaan dan The Company routinely simplifies and rejuvenates the aircraft
peremajaan pesawat (fleet revitalization) secara signifikan (fleet revitalization) significantly with new fleets such as
dengan armada-armada baru seperti Airbus A330, Boeing Airbus A330, Boeing 737-800NG, and Boeing 777-300 ER
737-800NG, dan Boeing 777-300 ER untuk meningkatkan to improve service quality, reduce operating costs, reduce
kualitas pelayanan, efisiensi biaya operasi, menurunkan emissions levels and reduce the level of emissions. noise
tingkat emisi, serta mengurangi tingkat kebisingan (noise (noise reduction) arising from flight.
reduction) yang ditimbulkan dari penerbangan.

Sebagai bentuk tanggung jawab sosial perusahaan yang As a form of corporate social responsibility related to the
berkaitan dengan lingkungan hidup, Garuda Indonesia environment, Garuda Indonesia makes it easy for the public
memberikan kemudahan bagi masyarakat untuk to submit suggestions or complaints. These complaints can
menyampaikan saran atau keluhan. Keluhan tersebut be submitted through call center, live chat, Email, Website,
dapat disampaikan melalui call center, live chat, Email, Social Media (Facebook & Twitter), Suggestion form, customer
Website, Media Sosial (Facebook & Twitter), Suggestion service at the airport and sales office.
form, customer service di bandara dan di kantor penjualan.
KETENAGAKERJAAN, KESEHATAN, DAN EMPLOYMENT, OCCUPATIONAL HEALTH,

KESELAMATAN KERJA AND SAFETY
Dalam penerapan tanggung jawab sosial terkait In the application of social responsibility related to
ketenagakerjaan, perhatian khusus dan mengedepankan employment, special attention and prioritizing aspects of
aspek hubungan yang baik terhadap seluruh pegawai dengan good relations with all employees is committed to comply
berkomitmen untuk mematuhi peraturan ketenagakerjaan with applicable labor regulations and provide maximum
yang berlaku serta memberikan fasilitas kesehatan yang health facilities for the Company’s Employees. As a Civil
maksimal untuk Pegawai Perseroan. Sebagai Perusahaan Aviation Company, the Company always prioritizes work
Penerbangan Sipil, Perseroan selalu mengutamakan safety for employees by complying with the provisions of the
keselamatan kerja bagi pegawai dengan mematuhi ketentuan Civil Aviation Safety Regulations (CASR), International Civil
dari Civil Aviation Safety Regulation (CASR), International Aviation Organization (ICAO), International Air Transport
Civil Aviation Organization (ICAO), International Air Association (IATA), and Directorate General of Civil Aviation
Transport Association (IATA), dan Directorate General of (DGCA).
Civil Aviation (DGCA).

Dalam pelaksanaan tanggung jawab sosial terkait In the implementation of related social responsibilities
ketenagakerjaan, setiap tahunnya Perseroan melakukan manpower, every year the Company conducts employee
survei kepuasan pegawai untuk memantau sejauh mana satisfaction survey to monitor the extent of it employees
pegawai merasa dilibatkan, antusias dan memiliki komitmen feel involved, enthusiastic and committed in their work.
dalam pekerjaan mereka.


Garuda Indonesia memiliki suatu unit yang mengelola Garuda Indonesia has a unit that manages industrial relations
hubungan industrial yang dimana salah satu perannya in which one of its roles is in managing conflict and handling
adalah dalam mengelola konflik serta penanganan keluhan employee complaints. The Company provides services
pegawai. Perseroan menyediakan pelayanan secara langsung directly to employees through the HC Care / Employee
terhadap pegawai melalui HC Care/Employee Services Services Center to serve every employee’s needs within
Center untuk melayani setiap kebutuhan pegawai dalam the scope of employment.
lingkup kepegawaian.
KONSUMEN CONSUMER
Sebagai bentuk tanggung jawab sosial kepada pelanggan, As a form of social responsibility to customers, Garuda
Garuda Indonesia memiliki kebijakan terkait kualitas Indonesia has a policy related to the quality of service to
pelayanan kepada para pelanggan. Perseroan selalu berupaya customers. The Company always strives to optimize the
dalam mengoptimalkan penyediaan ragam produk dan provision of a variety of flight products and services that
layanan jasa penerbangan yang sesuai dengan kebutuhan meet customer needs. The Company also provides diverse
pelanggan. Perseroan juga memberikan layanan pendukung support services and ease of access through the provision
yang beragam dan kemudahan akses melalui penyediaan of conventional and e-channel service networks, online real
jaringan layanan konvensional maupun e-channel, layanan time services accompanied by the provision of passenger
real time online disertai penyediaan layanan penumpang services in an effort to manage passenger confidence and
sebagai upaya mengelola kepercayaan dan kepuasan satisfaction.
penumpang.

Perseroan secara konsisten berupaya mempertahankan The Company consistently strives to maintain the excellence
keunggulan layanan berstandar internasional. Untuk itu, of international standard services. To that end, the
Perseroan melaksanakan survei kepuasan pelanggan dengan Company conducted a customer satisfaction survey using
menggunakan metode Achievement Customer Satisfaction the Achievement Customer Satisfaction Index (CSI) and
Index (CSI) dan Net Promoter Score (NPS). Hasil survei ini Net Promoter Score (NPS) methods. The results of this
dapat dijadikan sebagai acuan parameter tingkat kepuasan survey can be used as a reference parameter for the level
penumpang terhadap touch point layanan Garuda Indonesia of passenger satisfaction with Garuda Indonesia service
mulai dari pre-journey hingga post-journey. touch points ranging from pre-journey to post-journey.

Pengaduan keluhan pelanggan dapat disampaikan melalui Customer complaints can be submitted via call centers, live
call center, live chat, Email, Website, Media Sosial (Facebook chat, Email, Website, Social Media (Facebook & Twitter),
& Twitter), Suggestion form, customer service di bandara Suggestion forms, customer service at airports and sales
dan di kantor penjualan. offices.
PENGEMBANGAN SOSIAL DAN SOCIAL AND COMMUNITY DEVELOPMENT

KEMASYARAKATAN KEBIJAKAN DAN POLICY AND APPLICATION
PENERAPANNYA
Perseroan memiliki kebijakan dalam pelaksanaan kegiatan The Company has a policy in implementing corporate social
tanggung jawab sosial perusahaan dibidang pengembangan responsibility activities in the field of social and community
sosial dan kemasyarakatan. Perseroan melakukan pendekatan development. The Company takes an approach that is
yang difokuskan pada program pemberdayaan sosial focused on community social empowerment programs
kemasyarakatan melalui program kemitraan dan bina through partnerships and environmental development
lingkungan untuk masyarakat secara umum dan komunitas programs for the community in general and the communities
di daerah operasionalnya secara khusus. Program tersebut in the operational areas in particular. The program has the
memiliki tajuk “Garuda Indonesia Peduli” yang sudah heading “Garuda Indonesia Caring” which has been carried
dilaksanakan sejak tahun 2012. out since 2012.


Pelaksanaan tanggung jawab sosial terkait pengembangan The implementation of social responsibility related to social
sosial kemasyarakatan dituangkan dalam laporan PKBL development is outlined in the Garuda Indonesia PKBL report.
Garuda Indonesia. Dalam laporan tersebut, terdapat In the report, there is a preparation and presentation of the
penyusunan dan penyajian program PKBL yang dapat PKBL program that can be used to monitor the programs
digunakan untuk memantau program yang telah dijalankan. that have been run.

Sebagai bentuk tanggung jawab sosial terkait pengembangan As a form of social responsibility related to social
sosial kemasyarakatan, Perseroan senantiasa menyelaraskan development, the Company always harmonizes its presence
kehadiran dan kegiatan usahanya di tengah masyarakat. and business activities in the community. However, if there
Namun apabila terdapat kendala atau keluhan dalam are problems or complaints in community activities, you
kegiatan kemasyarakatan, dapat mengirimkan surat can send an e-mail to customer@garuda-indonesia.com.
elektronik ke customer@garuda-indonesia.com.
STAKEHOLDER PENTING YANG IMPORTANT STAKEHOLDERS IMPACT

TERDAMPAK ATAU BERPENGARUH OR AFFECTING ON THE IMPACT OF THE
PADA DAMPAK DARI KEGIATAN COMPANY’S ACTIVITIES
PERSEROAN
Perseroan telah mengidentifikasi pemangku kepentingannya The Company has identified its stakeholders based on
berdasarkan kepentingan dan hubungannya dengan their interests and relationships with the Company, namely
Perseroan, yakni penumpang, pemegang saham dan passengers, shareholders and investors, employees,
investor, pegawai, pemerintah, mitra kerja, dan Kementerian government, business partners, and the Ministry of
Perhubungan. Berdasarkan hasil identifikasi tersebut, Transportation. Based on the identification results, the
keterlibatan Pemangku Kepentingan Garuda Indonesia involvement of Garuda Indonesia Stakeholders can be seen
dapat dilihat pada tabel berikut: in the following table:
Pemangku Kepentingan Topik Utama yang Diajukan

Stakeholders The main topics proposed
Penumpang Hubungan Komersil

Passenger Commercial Relationship
Pemegang Saham dan Investor • Penggunaan Laba/Pembagian Dividen

Shareholders & Investors • Tata Kelola Perusahan
• Laporan Tahunan
• Penetapan Kantor Akuntan Publik
• Penetapan Remunerasi Pengurus
• Pengembangan Usaha/Aksi Korporasi
• Use of Profit / Dividend Distribution
• Corporate Governance
• Annual report
• Establishment of a Public Accounting Firm
• Determination of Management Remuneration
• Business Development / Corporate Action
Pegawai • Ketenagakerjaan
Employee • Kesejahteraan
• Kinerja Perseroan
• Isi-Isu Terkini
• Employment
• Welfare
• Company performance
• Current Issues
Pemerintah • Pengembangan Masyarakat

Government • Investasi Lokal
• Kepatuhan GCG
• Pelaporan dan Kordinasi Pelaksanaan Program CSR dan PKBL
• Community development
• Local Investment
• GCG compliance
• Reporting and Coordinating the Implementation of CSR and PKBL Programs

Pemangku Kepentingan Topik Utama yang Diajukan

Stakeholders The main topics proposed
Mitra Kerja • Media Komunikasi Dua Arah Dalam Rangka Penyampaian Strategi dan Kebijakan Perseroan Termasuk Dalam Hal
Partner Pengadaan Barang dan Jasa
• Hubungan Komersil
• Evaluasi Kinerja
• Two-Way Communication Media in the Context of Submitting the Strategy and Policy of the Company, including the
Procurement of Goods and Services
• Commercial Relations
• Performance evaluation
Kementerian Perhubungan Pelaksanaan kegiatan usaha perseroan

Ministry of Transportation Implementation of the company’s business activities
ISU-ISU PENTING SOSIAL, EKONOMI SOCIAL, ECONOMIC AND

DAN LINGKUNGAN TERKAIT DAMPAK ENVIRONMENTAL ISSUES RELATED TO THE
KEGIATAN PERSEROAN IMPACT OF THE COMPANY’S ACTIVITIES
Dalam memaparkan isu-isu, data dan informasi terkini yang In presenting the latest issues, data and information that are
relevan dengan hak para Pemangku Kepentingan, Garuda relevant to the rights of the Stakeholders, Garuda Indonesia
Indonesia melakukan Focus Group Discussion kepada para conducts Focus Group Discussions with stakeholders. The
pemangku kepentingan. Adapun isu-isu penting sosial, important social, economic and environmental issues are
ekonomi dan lingkungan adalah sebagai berikut: as follows:
Isu Penting Keterangan

Important Issue Explanation
Kinerja Ekonomi Nilai ekonomi langsung yang dihasilkan dan diatribusikan perseroan.
Economic Performance Direct economic value generated and attributed by the company.
Anti Korupsi Antikorupsi dan tindakan yang diambil jika ada korupsi.
Anti Corruption Anti-corruption and actions taken if there is corruption.
Kepatuhan Lingkungan Inisiatif terhadap lingkungan khususnya area perkantoran Garuda Indonesia.
Environmental Compliance Environmental initiatives, especially in the Garuda Indonesia office area
Keselamatan dan Kesehatan Kerja Kenyamanan bekerja bagi pegawai.
Occupational Health and Safety The convenience of working for employees.
Pendidikan dan Pelatihan Pemenuhan hak-hak pegawai dalam pendidikan dan pelatihan.
Education and Training Fulfillment of employee rights in education and training.
Masyarakat Setempat Keterlibatan masyarakat dalam proses usaha, dampak usaha terhadap masyarakat, program pemberdayaan
Local Community masyarakat.
Community involvement in the business process, the impact of the business on society, community empowerment
programs.
Socioekonomi Dampak ekonomi secara tidak langsung yang dirasakan oleh masyarakat dalam memberdayakan UMKM yang berada
Socioeconomics di sekitar operasional Perseroan.
Indirect economic impacts felt by the community in empowering MSMEs around the Company’s operations.
LINGKUP TANGGUNG JAWAB SCOPE OF GOOD CORPORATE SOCIAL

SOSIAL PERUSAHAAN BAIK YANG RESPONSIBILITIES THAT ARE LIABILITIES
MERUPAKAN KEWAJIBAN MAUPUN OR EXTENSION OF LIABILITY
YANG MELEBIHI KEWAJIBAN
Perseroan juga melakukan review terhadap seluruh regulasi The Company also reviews all regulations related to
terkait isu-isu penting tanggung jawab sosial. Perseroan important issues of social responsibility. The Company
telah melaksanakan tanggung jawab sosial yang merupakan has carried out social responsibilities which are obligations
kewajiban dan yang melebihi kewajiban dengan baik. and which exceed obligations well. Regulations that have
Peraturan-peraturan yang telah dipatuhi oleh Perseroan been complied with by the Company are as follows:
antara lain sebagai berikut:

Core Subject Peraturan Terkait

Core Subject Related Regulations
Hak Azasi Manusia Undang-Undang Republik Indonesia Nomor 39 Tahun 1999 tentang Hak Asasi Manusia.
Human Rights Law of the Republic of Indonesia Number 39 of 1999 concerning Human Rights.
Operasi Yang Adil • Undang-Undang Republik Indonesia Nomor 20 Tahun 2001 Tentang Perubahan Atas Undang-Undang Nomor 31 Tahun 1999 Tentang
Fair Operations Pemberantasan Tindak Pidana Korupsi.
• Undang-Undang No. 5 tahun 1999 tentang Larangan Praktek Monopoli dan Persaingan Usaha Tidak Sehat.
• Law of the Republic of Indonesia Number 20 of 2001 concerning Amendment to Law Number 31 of 1999 concerning Eradication of
Corruption.
• Law No. 5 of 1999 concerning Prohibition of Monopolistic Practices and Unfair Business Competition.
Lingkungan Hidup Peraturan Pemerintah Nomor 47 tahun 2012 Tentang Tanggung Jawab Sosial dan Lingkungan Perseroan Terbatas.
Environment Government Regulation Number 47 of 2012 Concerning Limited Corporate Social and Environmental Responsibility.
Ketenagakerjaan, Kesehatan, dan 1. UU No. 1 Tahun 1970 Tentang Keselamatan Kerja

Keselamatan Kerja 2. UU No. 13 Tahun 2003 Tentang Ketenagakerjaan
Employment, Occupational Health 3. Peraturan Menteri Ketenagakerjaan Republik Indonesia Nomor 5 Tahun 2018 Tentang Keselamatan dan Kesehatan Kerja Lingkungan Kerja.
and Safety 4. Undang-Undang No. 21 Tahun 2000 Tentang Serikat Pekerja/Serikat Buruh
5. Undang-Undang No. 2 Tahun 2004 Tentang Penyelesaian Perselisihan Hubungan Industrial
6. Undang-Undang No. 40 Tahun 2004 Tentang Sistem Jaminan Sosial nasional
7. Peraturan Pemerintah No. 78 Tahun 2015 Tentang Pengupahan.
1. Law No. 1 of 1970 concerning Work Safety
2. Law No. 13 of 2003 concerning employment
3. Regulation of the Minister of Manpower of the Republic of Indonesia Number 5 of 2018 concerning Environmental Safety and Health Work.
4. Law No. 21 of 2000 concerning trade unions / labor unions
5. Law No. 2 of 2004 concerning Settlement of Industrial Relations Disputes
6. Law No. 40 of 2004 concerning the national Social Security System
7. Government Regulation No. 78 of 2015 concerning Wages.
Konsumen • Undang-Undang Republik Indonesia Nomor 8 Tahun 1999 tentang Perlindungan Konsumen.
Consumer • Undang-Undang No. 1 Tahun 2009 tentang Penerbangan.
• Peraturan Menteri No. 77 tahun 2011 tentang Tanggungjawab Pengangkut Udara.
• Peraturan Menteri No. 89 tahun 2015 tentang Penanganan Keterlambatan Penerbangan Pada Badan Usaha Angkutan
• Peraturan Menteri No. 185 tahun 2015 tentang Standar Pelayanan Penumpang Kelas Ekonomi Angkutan Udara Niaga Berjadwal
Dalam Negeri.
• Convention for The Unification Of Certain Rules For International Carriage By Air 1999 (“Konvensi Montreal”).
• Convention for the Unification of Certain Rules Relating to International Carriage by Air 1929 (“Konvensi Warsawa”).
• Regulation (EC) No. 261/2004 of the European Parliament and of the Council of 11 February 2004.
• Law of the Republic of Indonesia Number 8 of 1999 concerning Consumer Protection.
• Law No. 1 of 2009 concerning Aviation.
• Minister Regulation No. 77 of 2011 concerning Air Transport Responsibilities.
• Minister Regulation No. 89 of 2015 concerning Handling of Flight Delay in Transportation Business Entities
• Minister Regulation No. 185 of 2015 concerning Domestic Scheduled Niaga Commercial Air Passenger Economy Class Passenger
Service Standards.
• Convention for the Unification of Certain Rules for International Carriage By Air 1999 (“Montreal Convention”).
• Convention for the Unification of Certain Rules Relating to International Carriage by Air 1929 (“Warsaw Convention”).
• Regulation (EC) No. 261/2004 of the European Parliament and of the Council of 11 February 2004.
Pengembangan Sosial dan Peraturan Menteri Badan Usaha Milik Negara Republik Indonesia Nomor PER-02/MBU/7/2017 tentang Perubahan Kedua atas Peraturan
Kemasyarakatan Menteri Badan Usaha Milik Negara Nomor PER-09/MBU/07/2015 Tentang Program Kemitraan dan Program Bina Lingkungan Badan Usaha
Social & Community Development Milik Negara.
Regulation of the Minister of State-Owned Enterprises of the Republic of Indonesia Number PER-02 / MBU / 7/2017 concerning the
Second Amendment to the Regulation of the Minister of State-Owned Enterprises Number PER-09 / MBU / 07/2015 Regarding the
Partnership Program and Environmental Development Program of State-Owned Enterprises.
STRATEGI DAN PROGRAM KERJA WORK STRATEGY AND PROGRAMS

DALAM MENANGANI ISU-ISU SOSIAL, IN MANAGING SOCIAL, ECONOMIC
EKONOMI DAN LINGKUNGAN DALAM AND ENVIRONMENTAL ISSUES IN
UPAYA STAKEHOLDERS ENGAGEMENT STAKEHOLDERS ENGAGEMENT
DAN MENINGKATKAN VALUE UNTUK EFFORTS AND IMPROVING VALUE FOR
STAKEHOLDER DAN SHAREHOLDER STAKEHOLDERS AND SHAREHOLDERS
Strategi dan program kerja tanggungjawab sosial untuk Strategies and work programs for social responsibility for
tiap-tiap core subject tanggung jawab sosial disampaikan each core subject of social responsibility are as follows:
sebagai berikut:
Core Subject Strategi Program Kerja

Core Subject Strategic Work Program
Hak Azasi Manusia Menekankan pada pemenuhan hak 1. Penanganan keluhan pegawai.
Human Rights azasi manusia terkait ketenagakerjaan, 2. Penanganan keluhan pelanggan.
dan pemangku kepentingan lainnya. 3. Program-program lainnya yang relevan.
Emphasizing the fulfillment of human 1. Handling employee complaints.
rights related to labor, and other 2. Handling customer complaints.
stakeholders. 3. Other relevant programs.

Core Subject Strategi Program Kerja

Core Subject Strategic Work Program
Operasi Yang Adil Menekankan tidak terdapatnya konflik 1. Sosialialisasi berbagai pedoman-pedoman GCG seperti Kebijakan Gratifikasi, WBS,
Fair Operations kepentingan dalam setiap keputusan dan Code of Conduct.
bisnis, melakukan persaingan bisnis 2. Program Pengendalian Gratifikasi (PPG) di lingkungan Perseroan
yang sehat dan penerapan WBS dan 3. Pengelolaan WBS, dan Code of Conduct.
Code of Conduct secara efektif. 4. Program-program lainnya yang relevan.
Emphasize there are no conflicts of 1. Dissemination of various GCG guidelines such as Gratuity Policy, WBS, and Code
interest in every business decision, of Conduct.
conduct fair business competition and 2. Gratification Control Program (PPG) within the Company
effectively implement WBS and Code 3. Management of WBS, and Code of Conduct.
of Conduct. 4. Other relevant programs.
Lingkungan Hidup Menekankan pada program efisiensi 1. Program pembuatan lubang biopori untuk mengurangi bencana banjir,
Environment energi dan kelestarian lingkungan meningkatkan cadangan air tanah, serta mempercepat terjadinya penyerapan air
hidup. hujan.
Emphasis on energy efficiency 2. Program konservasi air dengan mengurangi tingkat debit air dan penggunaan
and environmental sustainability hand wash detector.
programs. 3. Program konservasi energi listrik perkantoran.
4. Fuel Conservation Program yang dapat mengurangi jumlah emisi gas buang.
5. Program pengembangan armada melalui penyederhanaan dan peremajaan
pesawat (fleet revitalization).
6. Program “More Passengers More Trees” yaitu penambahan jumlah pohon sebagai
langkah nyata untuk mengurangi emisi karbon.
7. Program-program lainnya yang relevan.
1. Biopori hole making program to reduce flood disasters, increase groundwater
reserves, and accelerate the absorption of rainwater.
2. Water conservation program by reducing the level of water discharge and the use
of hand wash detectors.
3. Office electrical energy conservation program.
4. Fuel Conservation Program that can reduce the amount of exhaust emissions.
5. Fleet development program through simplification and rejuvenation of aircraft
(fleet revitalization).
6. “More Passengers More Trees” program, which is increasing the number of trees
as a concrete step to reduce carbon emissions.
7. Other relevant programs.
Ketenagakerjaan, Menekankan pada strategi 1. Program kesetaraan gender dan kesempatan kerja.
Kesehatan, dan pemenuhan hak-hak pegawai 2. Program kesetaraan dalam pendidikan dan pengembangan pegawai.
Keselamatan Kerja serta menjalin hubungan yang baik 3. Turut ikut dalam pelaksanaan Go Green Campaign dari penerbangan.
Employment, terhadap seluruh pegawai. 4. Program-program lainnya yang relevan.
Occupational Health and Emphasis on the strategy of fulfilling 1. Gender equality programs and employment opportunities.
Safety employee rights and establishing 2. Equality program in employee education and development.
good relations with all employees. 3. Participate in the implementation of the Go Green Campaign from the flight.
4. Other relevant programs..
Konsumen Menekankan pada kualitas pelayanan 1. Program penerapan Sistem Manajemen Keselamatan (SMS - Safety Management
Consumer kepada para pelanggan. System) sesuai praktik terbaik industri penerbangan.
Emphasis on quality of service to 2. Program sosialisasi mengenai produk dan layanan termasuk penawaran terbaru.
customers. 3. Program layanan penumpang yang bias di akses 24 jam.
4. Program pengelolaan suara pelanggan dengan menggunakan sistem yang
terintegrasi, Customer Voice Management System (CVoMS).
5. Program-program lainnya yang relevan.
1. Safety Management System (SMS) implementation program according to the
aviation industry best practices.
2. Outreach programs regarding products and services including the latest offers.
3. Passenger service programs that can be accessed 24 hours.
4. Customer voice management program using an integrated system, Customer Voice
Management System (CVoMS).
5. Other relevant programs
Pengembangan Sosial Menekankan pendekatan yang 1. Program Garuda Peduli Perekonomian Masyarakat.
dan Kemasyarakatan difokuskan pada program 2. Program Kelas Kreatif kepada generasi muda.
Social & community pemberdayaan sosial kemasyarakatan 3. Program Pelatihan Magang Kepada Penyandang Down Syndrome.
development melalui program kemitraan dan bina 4. Program Ekowisata Birdwatching.
lingkungan untuk masyarakat secara 5. Program BUMN Hadir Untuk Negeri dengan program utama Siswa Mengenal
umum dan komunitas di daerah Nusantara.
Emphasizing approaches focused 6. Program-program lainnya yang relevan.
on social empowerment programs 1. Garuda Cares Community Economic Program.
through partnerships and 2. CreativeWhereas
Class Programthe
for young people.
efforts of stakeholder engagement and
community development programs 3. Internship Training Program for People with Down Syndrome.
for the community in general and 4. Birdwatching Ecotourism Program.
communities in the area of operation 5. BUMN Program Comes to the Country with the main program Students Get to
specifically. Know the Archipelago.
6. Other relevant programs

Sedangkan upaya stakeholders engagement dan meningkatkan increasing stakeholder value are as follows:
stakeholders value adalah sebagai berikut:
Pemangku Kepentingan Metode Pelibatan Frekuensi

Stakeholder Involvement Method Frequency
Penumpang Ajang Komersil Sewaktu-Waktu

Passenger Commercial Forum Any time
Pemegang Saham dan Investor RUPS (Baik RUPS Tahunan maupun Luar Biasa) Tahunan (RUPS Tahunan) atau Sewaktu-Waktu Jika Diperlukan (RUPS Luar Biasa)
Shareholders & Investors GMS (Both Annual and Extraordinary GMS) Annualy (Annual GMS) or anytime required(Extraordinary GMS)
Pegawai Rapat Kerja dengan Serikat Pegawai Bulanan

Employee Work Meeting with Labor Union Monthly
Pemerintah • Pelaporan Kinerja atau Isu-Isu Penting Lainya • Setahun Dua Kali
Government • Kordinasi dan Pelaporan Kepatuhan Peraturan Perundang- • Setiap Saat Jika Diperlukan
Undangan • Twice a year
• Program CSR dan PKBL • Anytime required
• Performance Reporting or Other Important Issues
• Coordination and Reporting of Compliance with Laws and
Regulations
• CSR and PKBL programs
• Vendor Gathering • Setiap Tahun

Mitra Kerja • Kordinasi Operasional • Setiap Tahun Jika Diperlukan
Partner • Vendor Gathering • Annualy
• Operational Coordination • Annualy If Needed
Kementerian Perhubungan Koordinasi dan Pelaporan Setiap kali diperlukan pembaharuan perizinan, konsultasi dan koordinasi
Ministry of Transportation Coordination and Reporting Every time licensing renewal, consultation and coordination are needed
PROGRAM YANG MELEBIHI PROGRAMS THAT EXCEED THE

TANGGUNG JAWAB MINIMAL COMPANY’S MINIMUM RESPONSIBILITY
PERSEROAN
Berdasarkan program-program kerja yang telah dijelaskan, Based on the work programs that have been described,
beberapa program kerja yang melebihi tanggung jawab several work programs that exceed the minimum
minimal di antaranya adalah: responsibilities include:
1. Program pembuatan lubang biopori untuk mengurangi 1. Biopori hole making program to reduce flood disasters,
bencana banjir, meningkatkan cadangan air tanah, increase groundwater reserves, and accelerate the
serta mempercepat terjadinya penyerapan air hujan. absorption of rainwater.
2. Program konservasi air dengan mengurangi tingkat 2. Water conservation program by reducing the level of
debit air dan penggunaan hand wash detector. water discharge and the use of hand wash detectors.
3. Fuel Conservation Program yang dapat mengurangi 3. Fuel Conservation Program that can reduce the amount
jumlah emisi gas buang. of exhaust emissions.
4. Program pengembangan armada melalui penyederhanaan 4. Fleet development program through simplification and
dan peremajaan pesawat (fleet revitalization). rejuvenation of aircraft (fleet revitalization).
5. Program “More Passengers More Trees” yaitu 5. “More Passengers More Trees” program, which is
penambahan jumlah pohon sebagai langkah nyata increasing the number of trees as a concrete step to
untuk mengurangi emisi karbon. reduce carbon emissions.
6. Program pengelolaan suara pelanggan dengan 6. Customer voice management program using an
menggunakan sistem yang terintegrasi, Customer integrated system, Customer Voice Management
Voice Management System (CVoMS). System (CVoMS).
7. Program Pelatihan Magang Kepada Penyandang Down 7. Internship Training Program for Persons with Down
Syndrome. Syndrome.
8. Program Ekowisata Birdwatching. 8. Birdwatching Ecotourism Program.

PEMBIAYAAN DAN ANGGARAN FINANCING AND BUDGET OF SOCIAL

TANGGUNG JAWAB SOSIAL RESPONSIBILITY
Penetapan dan penggunaan dana PKBL Perseroan masih Determination and use of the Company’s PKBL funds still
mengacu kepada ketentuan dengan Permen BUMN No. refers to the provisions of Permen BUMN No. PER-03 /
PER-03/MBU/12/2016 sebagai berikut: MBU / 12/2016 as follows:
1. Dana Program Kemitraan dan Program BL bersumber 1. Partnership Program and BL Program Funds are sourced
dari: from:
a. Penyisihan sebagian laba bersih BUMN; a. Allowance for a portion of BUMN’s net profit;
b. Anggaran yang diperhitungkan sebagai biaya b. The budget is calculated as a cost to SOEs.
pada BUMN. 2. Allowance for net profit after tax as determined in the
2. Penyisihan laba bersih setelah pajak yang ditetapkan GMS / Minister of ratification of the Annual Report of
dalam RUPS/Menteri pengesahan Laporan Tahunan the Guiding SOE of a maximum of 4% (four percent)
BUMN Pembina maksimum sebesar 4% (empat persen) of the previous year’s net profit;
dari laba bersih tahun sebelumnya; 3. Loan / margin / profit sharing administration services
3. Jasa administrasi pinjaman/marjin/bagi hasil dari from the Partnership Program;
Program Kemitraan; 4. The results of interest on deposits and / or demand
4. Hasil bunga deposito dan/atau jasa giro dari dana deposits from the funds of the Partnership Program
Program Kemitraan dan Program BL yang ditempatkan; and the BL Program placed;
5. Saldo dana Program Kemitraan dan Program BL tahun 5. Fund balance of Partnership Program and BL Program
sebelumnya. in the previous year.
Sumber dana PKBL Perseroan pada tahun 2019 berasal The source of the Company’s PKBL funds in 2019 came from
dari anggaran yang diperhitungkan sebagai biaya, dana the budget calculated as expenses, loan repayment funds,
pengembalian pinjaman, pendapatan bunga, serta interest income, and demand deposit services income (details
pendapatan jasa giro (rincian pada tabel di bawah ini). are in the table below). Meanwhile, the source of funds for
Sementara itu, sumber dana program CSR tahun 2019 CSR program in 2019 was budgeted at Rp4,199,999,680.
dianggarkan senilai Rp4.199.999.680.
Tabel Dana Tersedia Program Kemitraan dan Bina Lingkungan 2019

Table of Funds Available Partnership and Community Development Program 2019
Dana Tersedia Program Kemitraan dan Bina Lingkungan 2019 Program Kemitraan Program Bina Lingkungan
No.
Funds Available Partnership and Community Development Program 2019 Partnership Program Community Development Program
Anggaran yang Diperhitungkan Sebagai Biaya pada BUMN

1 - 1.800.000.000
Calculated Budget as a Cost to SOEs
Jasa Administrasi Pinjaman Program Kemitraan
2 82.651.923 -
Partnership Program Loan Administration Services
Hasil Bunga Deposito dan/atau Jasa Giro Dana PKBL yang Ditempatkan
3 83.013.312 271.422
Interest Results on Deposits and/or PKBL Funds Demand Deposits Placed
Sumber lain

Other sources:
a. Saldo Awal 1 Januari 2019
4.799.975.937 6.609.251
Starting Balance January 1, 2019
4
b. Pengembalian Pokok Pinjaman 396.321.340
-
Loan Returns
c. Pendapatan Lain-lain
- 81.288.605
Other Income
Jumlah
5.361.962.512 1.888.169.278
Total

TANGGUNG JAWAB SOSIAL
TANGGUNG JAWAB SOSIAL PERUSAHAAN TERKAIT DENGAN HAK ASASI MANUSIA
PERUSAHAAN TERKAIT
Corporate Social Responsibilities Related ToDENGAN
Human Rights HAK ASASI MANUSIA
Corporate Social Responsibilities Related To Human Rights

KOMITMEN DAN KEBIJAKAN COMMITMENT AND POLICY ON SOCIAL

TANGGUNG JAWAB SOSIAL RESPONSIBILITY OF THE COMPANY
PERUSAHAAN BIDANG HAK ASASI HUMAN RIGHTS
MANUSIA
Komitmen dan Kebijakan Perseroan dalam memenuhi Hak The Company’s commitments and policies in fulfilling human
Asasi Manusia (HAM) telah diatur dalam dokumen Perseroan rights have been regulated in the Company’s documents in
berupa Human Capital Manual yang diturunkan dari the form of a Human Capital Manual that is derived from
Peraturan Ketenagakerjaan, Perjanjian Kerja Bersama yang Manpower Regulations, Collective Labor Agreements agreed
telah disepakati oleh Manajemen dan Serikat Pekerja, serta by Management and Trade Unions, and provisions that are
ketentuan yang diatur diluar perundingan Perjanjian Kerja regulated outside the negotiation of the Collective Labor
Bersama. Perseroan berkomitmen untuk memberikan hak Agreement. The Company is committed to providing the
kebebasan berserikat, hak beristirahat, hak mendapatkan right to freedom of association, the right to rest, the right to
perlakuan yang sama tanpa memandang gender, ras, etnis, get the same treatment regardless of gender, race, ethnicity,
agama, suku, dan status sosial. Perseroan telah melakukan religion, ethnicity, and social status. The Company has made
penyesuaian gaji atas timbulnya inflasi, fasilitas cuti untuk salary adjustments for inflation, resting leave facilities,
beristirahat, bantuan istirahat tahunan, pengaturan waktu annual break assistance, work time arrangements, worship
kerja, kesempatan beribadah, serta pencegahan tindakan opportunities, and prevention of discrimination in the work
diskriminasi dalam lingkungan kerja dan kegiatan operasional environment and operational activities of the Company.
Perseroan.
LINGKUP TANGGUNG JAWAB SOSIAL SCOPE OF SOCIAL RESPONSIBILITIES OF

PERUSAHAAN BIDANG HAK ASASI HUMAN RIGHTS COMPANY
MANUSIA
Berdasarkan komitmen Perseroan di atas, maka perseroan Based on the Company’s commitment above, the company
berkewajiban untuk menyediakan dan memberikan kontribusi is obliged to provide and contribute to both internal
kepada para pemegang kepentingan baik internal maupun and external stakeholders, namely the implementation
eksternal yaitu pelaksanaan tanggung jawab dalam Hak of responsibilities in Human Rights. There is scope of
Asasi Manusia. Terdapat ruang lingkup tanggung jawab responsibility in terms of civil and political rights of concern
dalam hal hak-hak sipil dan politik yang menjadi perhatian to the company including the right to a decent life for
perseroan meliputi hak hidup yang layak bagi pegawai, employees, physical integrity, freedom of movement,
keutuhan jasmani, hak kebebasan bergerak, kebebasan freedom of thought, freedom of religion and belief, freedom
berpikir, kebebasan beragama dan berkeyakinan, kebebasan of association, and the right to a fair trial process. .
berserikat, dan hak mendapatkan proses peradilan yang adil.
Selanjutnya dalam Hak ekosob, ruang lingkup tanggung Furthermore, in the Ecosob Rights, the scope of the
jawab Perseroan yaitu adalah hak atas pekerjaan dan upah Company’s responsibilities is the right to work and decent
yang layak, hak atas jaminan sosial, hak atas pendidikan, wages, the right to social security, the right to education,
hak atas kesehatan, dan hak atas lingkungan yang sehat. the right to health, and the right to a healthy environment.
Selanjutnya, Hak atas persamaan dan partisipasi dalam Furthermore, the right to equality and participation in
pengambilan keputusan, hak-hak perburuhan, hak atas decision making, labor rights, the right to the environment,
lingkungan, hak untuk tidak diperlakukan secara diskriminatif the right not to be discriminated against and even the
dan bahkan hak atas kelompok rentan seperti penyandang rights to vulnerable groups such as persons with disabilities
disabilitas dan hak perempuan. Semuanya terdapat dalam and women’s rights. Everything is contained in the core
subyek inti CSR yang dilaksanakan oleh perseroan, dengan subjects of CSR implemented by the company, with this
ini Perseroan bertindak lebih aktif, agar hak-hak tersebut the Company acts more actively, so that these rights can
dapat terpenuhi atau tersedia. be fulfilled or available.

PERENCANAAN TANGGUNG JAWAB SOCIAL RESPONSIBILITY PLANNING

SOSIAL BIDANG HAK ASASI MANUSIA FOR HUMAN RIGHTS
Perseroan menyusun perencanaan kegiatan yang tertera The Company prepares plans for the activities contained
dalam program kerja yang dimuat pada PKP (Program in the work program contained in the Company’s PKP
Kerja Perusahaan) dan DJP (Distinct Job Profile) perseroan. (Corporate Work Program) and DGP (Distinct Job Profile).
Pada keseluruhan program kerja yang tertuang tersebut The overall work program outlined aims to ensure that the
bertujuan untuk menjamin bahwa aktivitas perseroan company’s activities in its implementation pay attention to
dalam pelaksanaannya telah memperhatikan dan and implement regulations regarding human rights, such as
mengimplementasikan regulasi mengenai HAM seperti the distribution of strategic responsibility and determining
dalam kegiatan pembagian tanggung jawab strategi dan the targets of each unit of the Company, as well as the
penentuan target masing-masing unit Perseroan, serta allocation of resources in each unit.
pengalokasian sumber daya pada setiap unit.
Perseroan akan selalu mengevaluasi setiap kegiatan yang The Company will always evaluate every activity carried out
dilakukan dalam bisnis yang tujuannya untuk melakukan in business whose purpose is to supervise the implementation
pengawasan terlaksananya penegakan HAM dan sebagai of human rights and as an effort to achieve employee welfare.
upaya agar tercapainya kesejahteraan hidup pegawai.
PELAKSANAAN INISIATIF TANGGUNG IMPLEMENTATION OF INITIATIVE

JAWAB SOSIAL BIDANG HAK AZASI SOCIAL RESPONSIBILITIES FOR HUMAN
MANUSIA RIGHTS
Perseroan telah melaksanakan tanggung jawab sosial The Company has carried out social responsibility in
dalam hal menegakkan Hak Asasi Manusia dengan terms of upholding human rights by providing several
memberikan beberapa program baru sepanjang tahun new programs throughout 2019, namely giving additional
2019 yaitu memberikan penambahan hak cuti melahirkan maternity leave rights for female employees, adding annual
anak pertama bagi pegawai wanita, penambahan hak cuti leave entitlements, applying flexible work time, adjusting
tahunan, penerapan waktu kerja yang fleksibel, penyesuaian some benefits components, providing programs medical
beberapa komponen tunjangan, memberikan program examination, adjustment of work accident insurance
pemeriksaan kesehatan, penyesuaian nilai pertanggungan coverage, and freedom of expression in clothing. These
asuransi kecelakaan kerja, serta kebebasan berekspresi adjustments are carried out fairly which are applied to
dalam berpakaian. Penyesuaian tersebut dilakukan secara both land employees and air employees with some special
adil yang diberlakukan baik untuk pegawai darat maupun provisions.
pegawai udara dengan beberapa ketentuan khusus.
Perseroan memberikan fasilitas cuti pegawai dengan The Company provides employee leave facilities with various
berbagai latar belakang seperti cuti tahunan, cuti sakit, backgrounds such as annual leave, sick leave, childbirth,
melahirkan, kematian anggota keluarga dan atau kondisi death of family members and or other emergency conditions.
darurat lainnya. Perseroan juga memberikan fasilitas cuti The Company also provides leave facilities outside the
diluar tanggungan Perseroan yang lamanya bervariatif mulai responsibility of the Company whose length varies from 2
dari 2 tahun dalam rangka mengakomodasi kepentingan years in order to accommodate the interests of employees.
pegawai. Fasilitas ini diberikan agar pegawai dapat menjalani This facility is provided so that employees can live a balanced
kehidupan sosial yang berimbang dengan tanggung jawab social life with responsibilities as workers.
sebagai pekerja.
Perseroan memberikan kesempatan yang adil dalam The Company provides a fair opportunity in carrying out
menjalankan ibadah, bahkan telah mengimplementasikan worship, even has implemented the awarding of tenure
pemberian penghargaan masa kerja berupa perjalanan in the form of pilgrimage for Muslims and to shrines for
ibadah umroh bagi pemeluk agama Islam dan ke tempat- other faiths. In addition, the company also prevents acts
tempat suci bagi pemeluk agama lainnya. Selain itu perseroan of discrimination in the work environment and company
juga melakukan pencegahan tindakan diskriminasi dalam operational activities.
lingkungan kerja dan kegiatan operasional Perseroan.

Dibidang pendidikan, perseroan memberikan kesempatan In the field of education, the company provides opportunities
kepada pegawai untuk memperoleh beasiswa baik jenjang for employees to obtain scholarships both at S1 and S2
S1 maupun S2 melalui beasiswa yang diberikan oleh levels through scholarships provided by the company,
perseroan termasuk memberikan kesempatan magang including providing internship opportunities to students
kepada mahasiswa dari perguruan tinggi seluruh Indonesia from universities throughout Indonesia in order to provide
dalam rangka memberikan kesempatan pengembangan diri opportunities for self-development and work skills.
dan keterampilan kerja.
CAPAIAN DAN PENGHARGAAN ACHIEVEMENTS AND AWARDS

INISIATIF TANGGUNG JAWAB SOSIAL INITIATIVE SOCIAL RESPONSIBILITIES
BIDANG HAK ASASI MANUSIA OF HUMAN RIGHTS
Berdasarkan beberapa penjelasan di atas dapat disampaikan Based on the above explanations, it can be said that the
kegiatan tanggung jawab sosial perseroan dalam bidang company’s social responsibility activities in the field of
Hak Asasi Manusia adalah pada isu ketenagakerjaan, Human Rights are on labor, health and safety issues. By
kesehatan, dan keselamatan kerja. Dengan menerapkan implementing these responsibilities, the Company has
tanggung jawab tersebut, Perseroan telah dinobatkan been named as the company most proud of working for
sebagai perusahaan yang paling dibanggakan untuk bekerja the people of Indonesia. The assessment was conducted an
oleh masyarakat Indonesia. Penilaian tersebut dilakukan independent survey conducted by YouGov Brand Index based
survey independent yang dilaksanakan oleh YouGov Brand in the UK. In 2019 the Company was ranked first among
Index yang berkedudukan di Inggris. Pada tahun 2019 several multinational companies operating in Indonesia.
Perseroan menduduki peringkat pertama di atas beberapa
Perusahaan multinasional yang beroperasi di Indonesia.

TANGGUNG JAWAB SOSIAL PERUSAHAAN
TANGGUNG JAWAB SOSIAL PERUSAHAAN TERKAIT DENGAN OPERASI ADIL
TERKAIT DENGAN OPERASI ADIL
Corporate Social Responsibilities Related To Fair Operations

TANGGUNG JAWAB SOSIAL RESPONSIBILITY COMPANY FAIR
PERUSAHAAN BIDANG OPERASI OPERATION FIELDS
YANG ADIL
Perseroan berkomitmen untuk menerapkan dan The Company is committed to implementing and prioritizing
mengedepankan prinsip operasi yang adil dalam kegiatan fair operating principles in its operational activities. The
operasionalnya. Perseroan juga berkomitmen untuk tunduk Company is also committed to abiding by and obeying
dan taat terhadap setiap peraturan perundang-undangan all applicable laws and regulations. In carrying out its
yang berlaku. Dalam menjalankan proses bisnisnya, business processes, the Company practices high moral
Perseroan mempraktikkan standar moral dan etika yang and ethical standards in the long term that can foster the
tinggi dalam jangka panjang yang dapat menumbuhkan trust of stakeholders, and this will significantly impact on
kepercayaan dari para pemangku kepentingan, dan hal improving the Company’s performance. The Company
tersebut secara signifikan akan berdampak pada peningkatan has various policies that regulate fair operations including
kinerja Perseroan. Perseroan memiliki berbagai kebijakan policies related to suppliers and creditors, conflict of interest
yang mengatur dilaksanakan operasi yang adil diantaranya policies, whistleblowing system (WBS) policies and anti-
kebijakan terkait pemasok dan kreditur, kebijakan benturan corruption policies.
kepentingan, kebijakan whistleblowing system (WBS) dan
kebijakan anti korupsi.
RUMUSAN PERUSAHAAN LINGKUP COMPANY FORMULATION OF SCOPE

TANGGUNG JAWAB SOSIAL BIDANG OF SOCIAL RESPONSIBILITIES FOR FAIR
OPERASI YANG ADIL OPERATIONS
Lingkup kegiatan tanggung jawab sosial terkait operasi yang The scope of social responsibility activities related to fair
adil meliputi hubungan dengan pemasok dalam kegiatan operations includes relationships with suppliers in the
pengadaan barang dan jasa, kegiatan pencegahan benturan procurement of goods and services, prevention of conflicts
kepentingan, kebijakan anti korupsi serta implementasi of interest, anti-corruption policies and implementation of
pelaksanaan whistleblowing system. the whistleblowing system.
PERENCANAAN TANGGUNG JAWAB SOCIAL RESPONSIBILITY PLANNING

SOSIAL BIDANG OPERASI YANG ADIL FOR FAIR OPERATIONS
Garuda Indonesia senantiasa menjamin terlaksananya semua Garuda Indonesia always guarantees the implementation of
kebijakan praktik operasi yang adil. Setiap pelanggaran all fair operating policies. Any violations that occur in the
yang terjadi di Perseroan akan dikenakan sanksi dengan Company will be subject to strict sanctions in accordance
tegas sesuai kebijakan dan peraturan yang berlaku. with applicable policies and regulations.
PELAKSANAAN INISIATIF TANGGUNG IMPLEMENTATION OF INITIATIVE

JAWAB SOSIAL BIDANG OPERASI SOCIAL RESPONSIBILITIES FOR FAIR
YANG ADIL OPERATIONS
HUBUNGAN DENGAN PEMASOK RELATIONSHIP WITH SUPPLIERS
Garuda Indonesia menjalin komunikasi secara jujur dan Garuda Indonesia establishes honest and effective
efektif dalam rangka mengembangkan kemitraan dengan communication in order to develop partnerships with
pemasok untuk memperoleh barang dan jasa yang sesuai suppliers to obtain goods and services that are appropriate
dengan didasarkan kepada peraturan dan perundang- based on applicable laws and regulations. To create a
undangan yang berlaku. Untuk mewujudkan hubungan rasa relationship of mutual trust, Garuda Indonesia personnel
saling percaya, Insan Garuda Indonesia harus bertindak adil must act fairly in providing equal opportunities and
di dalam memberikan kesempatan dan informasi yang sama information to all suppliers who will cooperate with Garuda
kepada seluruh pemasok yang akan bekerjasama dengan Indonesia and fulfill commitments in accordance with the
Garuda Indonesia serta memenuhi komitmen sesuai dengan agreements made.
kesepakatan yang dibuat.
Kebijakan Garuda dalam pengadaan barang/jasa yaitu Garuda’s policy in the procurement of goods / services is
lebih mengutamakan pengadaan secara langsung kepada to prioritize procurement directly to producers of micro,
produsen baik usaha mikro, kecil, dan menengah dan small and medium enterprises and cooperatives, including
koperasi, termasuk perusahaan anak, sebagai pemasok dan subsidiaries, as suppliers and avoid the use of intermediaries
menghindari penggunaan perantara yang tidak memberikan that do not provide added value. To avoid conflicts of

nilai tambah. Untuk menghindari benturan kepentingan, interest, Garuda Indonesia prohibits directing to suppliers
Garuda Indonesia melarang mengarahkan kepada pemasok whose owners and / or management have affiliation with
yang pemilik dan atau pengurusnya memiliki hubungan Garuda Indonesia.
afiliasi dengan Garuda Indonesia.
Pelaksanaan tanggung jawab sosial perusahaan kepada The implementation of corporate social responsibility
pemasok telah memberikan dampak pada tingginya tingkat to suppliers has an impact on the high level of supplier
kepuasan pemasok. Untuk mengukur tingkat kepuasan satisfaction. To measure supplier satisfaction, Garuda
pemasok, Garuda Indonesia melaksanakan supplier feedback Indonesia conducted a supplier feedback survey. In 2019, a
survey. Pada tahun 2019, diperoleh hasil sebesar 54% yang 54% result was obtained, which meant that suppliers were
berarti pemasok sangat puas terhadap pelaksanaan pengadaan very satisfied with the procurement of goods and services
barang dan jasa di Garuda Indonesia dan hasil sebesar 46% at Garuda Indonesia, and results were 46%, which meant
yang berarti pemasok puas terhadap pelaksanaan pengadaan suppliers were satisfied with the procurement of goods
barang dan jasa di Garuda Indonesia. and services at Garuda Indonesia.
0%
46%
Very Dissatisfied
Dissatisfied
54% Satisfied
Very Satisfied
Nilai tersebut mencerminkan bahwa proses pengadaan This value reflects that the procurement process and
serta kerjasama antara Garuda Indonesia dengan pemasok cooperation between Garuda Indonesia and suppliers has
sudah berjalan dengan sangat baik dan lancar. Meskipun been going very well and smoothly. Although in general
secara garis besar tingkat kepuasan supplier sangat baik, the level of supplier satisfaction is very good, the Company
Perseroan tetap melakukan penyempurnaan berkelanjutan continues to make continuous improvements to develop
guna mengembangkan sistem pengadaan yang lebih efektif a more effective and transparent procurement system.
dan transparan.
PENCEGAHAN BENTURAN KEPENTINGAN PREVENTION OF CONFLICTS OF INTEREST

Sejalan dengan upaya penerapan Good Corporate In line with efforts to implement Good Corporate Governance
Governance (GCG) termasuk di dalamnya penegakan (GCG), including the enforcement of business ethics and
etika bisnis dan etika kerja serta pemberantasan korupsi, work ethics as well as eradicating corruption, collusion
kolusi dan nepotisme (KKN) di lingkungan Perseroan, maka and nepotism (KKN) within the Company, the Company is
Perseroan bertekad untuk menciptakan kegiatan operasional determined to create company operational activities that
perusahaan yang menjunjung tinggi etika bisnis dan etika uphold business ethics and work ethics and free from KKN
kerja dan terbebas dari praktik-praktik KKN serta bebas practices and free from conflicts of interest.
dari benturan kepentingan.
Benturan Kepentingan atau Konflik Kepentingan adalah situasi Conflicts of Interest or Conflicts of Interest are situations
atau kondisi di mana terdapat perbedaan kepentingan antara or conditions in which there are differences of interest
Perseroan dengan Insan Garuda Indonesia baik secara individu between the Company and Garuda Indonesia personnel,
maupun kelompok yang berpotensi terhadap penyalahgunaan both individually and in groups that have the potential to
posisi/jabatannya dan/atau mempengaruhi kualitas dan abuse their position / position and / or affect the quality
obyektifitas tugas yang dilaksanakan atau keputusan yang and objectivity of the tasks carried out or decisions taken
diambil sehingga dapat merugikan Perseroan. so that they can harm the Company. .

Perseroan telah menerbitkan ketentuan mengenai Pedoman The Company has issued provisions regarding Guidelines
Penanganan Benturan Kepentingan. Bentuk-bentuk situasi for Handling Conflicts of Interest. The forms of conflict of
benturan kepentingan di Perseroan antara lain penerimaan/ interest situations in the Company include acceptance /
pemberian gratifikasi, penyalahgunaan informasi rahasia gratification, misuse of confidential company information,
perusahaan, rangkap jabatan yang dilarang, penyalahgunaan banned positions, misuse of office, commercialization in
jabatan, komersialisasi dalam layanan dan lain-lain. Insan services and others. Garuda Indonesia personnel must know
Garuda Indonesia wajib mengetahui berbagai bentuk benturan the various forms of conflict of interest, their causes, how
kepentingan, penyebabnya, bagaimana mencegahnya to prevent them and the actions that must be taken as well
dan tindakan yang harus dilakukan serta bagaimana cara as how to report if there is a conflict of interest situation.
melaporkan apabila terjadi situasi benturan kepentingan.
Dalam rangka menjamin bahwa penanganan benturan In order to ensure that the handling of conflicts of interest
kepentingan dapat diketahui oleh seluruh Insan Garuda can be known by all Garuda Indonesia Personnel and all
Indonesia dan seluruh stakeholders yang berhubungan stakeholders associated with the Company, all Management
dengan Perseroan, maka seluruh Pegawai Pimpinan di Officers within the Company act as role models in enforcing
lingkungan Perseroan bertindak sebagai panutan (role the handling of conflicts of interest, conducting socialization
model) dalam menegakkan penanganan benturan and guidance and supervision of the implementation
kepentingan, melakukan sosialisasi dan pembinaan serta Guidelines for Handling Conflicts of Interest.
pengawasan terhadap pelaksanaan Pedoman Penanganan
Benturan Kepentingan.
Pelanggaran terhadap ketentuan dalam Pedoman Violations of the provisions in the Guidelines for Handling
Penanganan Benturan Kepentingan akan dikenakan sanksi Conflicts of Interest will be subject to applicable sanctions
yang berlaku sebagaimana tercantum dalam Perjanjian Kerja as stated in the Collective Labor Agreement (PKB) and / or
Bersama (PKB) dan/atau peraturan perundang-undangan applicable laws and regulations.
yang berlaku.
KEBIJAKAN ANTI KORUPSI ANTI CORRUPTION POLICY

Perseroan menetapkan Pedoman Etika Bisnis dan Etika Kerja The Company stipulates the Guidelines for Business Ethics
yang salah satu isinya mengenai anti korupsi. Kebijakan and Work Ethics, which contains anti-corruption. This anti-
anti korupsi ini telah disepakati antara pihak manajemen corruption policy has been agreed between the management
dan serikat pegawai dengan dimasukkannya dalam salah and the labor union by including it in one of the articles
satu pasal di Perjanjian Kerja Bersama mengenai hak dan in the Collective Labor Agreement concerning the rights
kewajiban para pihak. Sedangkan konsekuensi pelanggaran and obligations of the parties. While the consequences of
atas kebijakan anti korupsi tersebut diatur didalam manual violations of the anti-corruption policy are regulated in the
human capital. human capital manual.
Perseroan juga telah menandatangani Nota Kesepahaman The Company also signed a Memorandum of Understanding
antara Perseroan dengan Komisi Pemberantasan Korupsi between the Company and the Corruption Eradication
(“KPK”) pada 10 Februari 2011, untuk melaksanakan Commission (“KPK”) on February 10, 2011, to carry out the
Program Pengendalian Gratifikasi (PPG) di lingkungan Gratification Control Program (PPG) within the Company.
Perseroan. PPG merupakan program inisiatif yang PPG is an initiative program implemented in order to
diimplementasikan dalam rangka menginternalisasikan internalize corporate values, as well as GCG principles.
nilai-nilai perusahaan serta prinsip-prinsip GCG.
Kebijakan pengendalian gratifikasi berdasar pada ketentuan The gratification control policy is based on the provision
bahwa setiap pegawai Perseroan tidak diperbolehkan that every employee of the Company is not allowed to
menerima gratifikasi dan harus membuat laporan (disclosure) receive gratuities and must make a report (disclosure)
kepada Perseroan (apabila menerima segala bentuk to the Company (if receiving all forms of gifts because it
pemberian karena dihadapkan pada kondisi yang sulit untuk is faced with conditions that are difficult to refuse and /
melakukan penolakan dan/atau penolakan). Perseroan telah or reject). The Company has issued provisions regarding
menerbitkan ketentuan mengenai pengendalian gratifikasi gratification control through the Decree of the President
melalui Surat Keputusan Direktur Utama Perseroan. Director of the Company.

IMPLEMENTASI WHISTLEBLOWING WHISTLEBLOWING SYSTEM

SYSTEM IMPLEMENTATION
Perseroan telah membangun sistem pelaporan pelanggaran The Company has developed a web-based violation reporting
berbasis web yang dikenal dengan nama Whistle Blowing system known as the Whistle Blowing System (WBS). WBS
System (WBS). WBS merupakan penyempurnaan dari sistem is a refinement of the system of handling reports of alleged
penanganan laporan dugaan Korupsi, Kolusi dan Nepotisme Corruption, Collusion and Nepotism (KKN) that has been
(KKN) yang dijalankan Perseroan sejak tahun 2006 dan carried out by the Company since 2006 and adjusted to
disesuaikan dengan Pedoman WBS yang diterbitkan the WBS Guidelines issued by the National Committee on
oleh Komite Nasional Kebijakan Governance (KNKG). Governance Policy (KNKG). The development of WBS is
Pengembangan WBS merupakan salah satu upaya Perseroan one of the Company’s efforts to uphold business ethics
untuk menegakkan etika bisnis dan etika kerja, serta upaya and work ethics, as well as efforts to eradicate KKN. The
pemberantasan KKN. Sistem WBS memungkinkan seluruh WBS system enables all Garuda Indonesia personnel and
Insan Garuda Indonesia dan para pemangku kepentingan other stakeholders to submit reports of alleged acts of
lainnya untuk menyampaikan laporan dugaan tindakan violations and fraud and other forms of ethical violations
pelanggaran dan kecurangan (fraud) dan bentuk pelanggaran that occur in the Company.
etika lainnya yang terjadi di Perseroan.
Dalam penerapan WBS, Perseroan memiliki kebijakan yang In implementing WBS, the Company has a policy that
menjamin perlindungan atas identitas diri pelapor dan akan guarantees the protection of the reporter’s identity and will
menggunakan berbagai cara untuk menjaga kerahasiaan use various methods to maintain the confidentiality of the
identitas pelapor. Hal ini dimaksudkan untuk mendorong reporter’s identity. This is intended to encourage reporting
pelaporan pelanggaran yang terjadi di Perseroan dan of violations that occur in the Company and ensure the
menjamin keamanan pelapor maupun keluarganya. safety of the reporter and his family.
CAPAIAN DAN PENGHARGAAN ACHIEVEMENTS AND AWARDS

INISIATIF TANGGUNG JAWAB SOSIAL INITIATIVE SOCIAL RESPONSIBILITIES
BIDANG OPERASI YANG ADIL FOR FAIR OPERATIONS
Perseroan berkomitmen untuk selalu menerapkan prinsip The Company is committed to always applying fair operating
operasi yang adil dalam kegiatan operasionalnya. Penerapan principles in its operational activities. This application has
ini berdampak pada meningkatnya kepercayaan dari para an impact on increasing the trust of stakeholders. In 2019
stakeholders. Pada tahun 2019 Perseroan belum memiliki the Company did not have an award for social responsibility
penghargaan inisiatif tanggung jawab sosial bidang operasi initiatives in the field of fair operations
yang adil.

TANGGUNG TANGGUNG
JAWAB JAWAB
SOSIAL PERUSAHAAN TERKAIT DENGAN
SOSIAL PERUSAHAAN TERKAIT DENGAN LINGKUNGAN HIDUP
LINGKUNGAN
Corporate Social Responsibilities HIDUP
Related To The Environment
Corporate Social Responsibilities Related To The Environment
KOMITMEN DAN KEBIJAKAN COMMITMENT AND POLICY ON

TANGGUNG JAWAB SOSIAL SOCIAL RESPONSIBILITY COMPANY
PERUSAHAAN BIDANG LINGKUNGAN LIVELIHOODS
HIDUP
Fokus Perseroan terkait tanggung jawab terhadap The focus of the Company regarding responsibility for
pengelolaan lingkungan di tahun 2019 terletak pada upaya environmental management in 2019 lies in efforts to
untuk meminimalkan dampak aktivitas bisnis terhadap minimize the impact of business activities on environmental
kelestarian lingkungan hidup termasuk mendukung mitigasi sustainability including supporting mitigation of the impacts
dampak perubahan iklim dan mengimplementasikan of climate change and implementing best practices for
praktik-praktik terbaik untuk mewujudkan kelestarian. realizing sustainability. The Company actively participates
Perseroan aktif berpartisipasi dalam setiap langkah in every step of IATA in developing Aviation Environment in
IATA mengembangkan Aviation Environment di dunia the aviation world and is committed to becoming a pioneer
penerbangan serta berkomitmen untuk menjadi pelopor/ / initiator of Green Aviation in Indonesia.
inisiator Green Aviation di Indonesia.
Industri penerbangan membutuhkan sebuah strategi The aviation industry needs an effective strategy to reduce
yang efektif untuk dapat mengurangi dampak aktivitas the impact of aviation activities on the environment. As a
penerbangan terhadap lingkungan. Sebagai pemangku stakeholder in the aviation industry, Garuda Indonesia has
kepentingan di industri penerbangan, Garuda Indonesia actively participated in running programs to preserve the
telah berpartisipasi secara aktif menjalankan program- environment. The programs are carried out in line with
program untuk melestarikan lingkungan. Program-program IATA Four Pillar Strategy (Improved Technology, Effective
yang dilakukan sejalan dengan IATA Four Pillar Strategy Operations, Efficient infrastructure, Positive Economic
(Improved Technology, Effective Operations, Efficient Measures), where the strategy formulated in 2007 aims
infrastructure, Positive Economic Measures), dimana strategi to reduce the impact on the environment produced by the
yang dirumuskan pada tahun 2007 ini bertujuan untuk aviation industry.
mengurangi dampak terhadap lingkungan yang dihasilkan
oleh industri penerbangan.
IATA
FOUR PILLAR STRATEGY
IMPROVED EFFECTIVE EFFICIENT

POSITIVE ENCONOMIC
TECHNOLOGY OPERATIONS INFRASTRUCTURE
MEASURES
• Fleed Renewal • Improved operatinal • Implementattion
• Carbon Offset &
• Bio Fuels practices of ATF (Air Traffic
Trading
• Radical New Engine • Efficien aircraft Management)
• Carbon Incentives
Advaces operations • Airport Infrastructure

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERKAIT DENGAN LINGKUNGAN HIDUP
Sejalan dengan konsep Green Economy, yang menjadikan In line with the concept of Green Economy, which makes
aspek People, Planet, dan Profit sebagai tiga fokus utama, the aspects of People, Planet, and Profit as the three main
maka hal ini juga menjadi perhatian Perseroan dalam focus, then this also concerns the Company in preparing the
menyusun Green Strategy yang terdiri dari Green Campaign Green Strategy which consists of Green Campaign (People),
(People), Green Action (Planet), dan Green Responsibility Green Action (Planet), and Green Responsibility ( Profit).
(Profit). Upaya tersebut dilakukan oleh Perseroan untuk The effort was made by the Company to achieve its targets
mencapai target Perseroan melalui pengoperasian pesawat through the operation of aircraft that are environmentally
yang berwawasan lingkungan yang bertujuan untuk oriented which aims to reduce emissions and waste levels
menurunkan tingkat emisi dan limbah serta menghemat as well as to save energy and other natural resources.
penggunaan energi serta sumber daya alam lainnya.
DAMPAK DAN RISIKO LINGKUNGAN ENVIRONMENTAL IMPACT AND RISK

Kegiatan operasional Perseroan melibatkan proses The Company’s operational activities involve the
pembuangan bahan bakar dan proses lainnya terkait process of fuel disposal and other processes related to
pemeliharaan pesawat yang memberi dampak langsung aircraft maintenance which have a direct impact on the
terhadap lingkungan sekitar. Oleh karena itu, Perseroan surrounding environment. Therefore, the Company has a
memiliki komitmen tinggi untuk terus menjalankan kewajiban high commitment to continue carrying out its environmental
lingkungannya mencegah atau meminimalkan dampak yang obligations to prevent or minimize the impact caused by
ditimbulkan kegiatan bisnisnya terhadap lingkungan sesuai its business activities on the environment in accordance
ketentuan yang telah digariskan dalam dokumen AMDAL. with the provisions outlined in the AMDAL document.
Komitmen tersebut terutama diwujudkan melalui upaya aktif This commitment is mainly realized through active efforts
membantu gerakan penghijauan, pemberian sponsor bagi to help the greening movement, providing sponsors for
penyelenggaraan acara yang berkaitan dengan lingkungan organizing events related to the environment, providing
hidup, pemberian bantuan langsung dalam skema Bina direct assistance in the Community Development scheme
Lingkungan untuk kegiatan yang terkait lingkungan hidup, for activities related to the environment, and building
serta membangun Garuda Indonesia sebagai Green Airline. Garuda Indonesia as a Green Airline.
TARGET/RENCANA KEGIATAN TARGET / SOCIAL RESPONSIBILITY

TANGGUNG JAWAB SOSIAL ACTIVITIES PLAN COMPANY LIVING
PERUSAHAAN BIDANG LINGKUNGAN ENVIRONMENT
HIDUP
Dalam tanggung jawab sosial perusahaan terkait lingkungan In corporate social responsibility related to the environment,
hidup, Perseroan mentargetkan untuk dapat menjalankan the Company aims to be able to carry out the Company
Perseroan secara efektif dan efisien. Perseroan melakukan effectively and efficiently. The Company makes various
berbagai upaya untuk mengurangi dampak lingkungan yang efforts to reduce the environmental impact caused by the
terjadi akibat kegiatan operasional Perseroan. Perseroan Company’s operational activities. The Company also carries
juga melakukan berbagai kegiatan penghematan terutama out a number of savings activities, especially in saving energy
dalam penghematan energi dan sumber daya lainnya. and other resources. In relation to the fleet, the Company
Dalam kaitannya dengan armada, Perseroan menjalankan runs a fleet development program through simplification
program pengembangan armada melalui penyederhanaan and rejuvenation (fleet revitalization).
dan peremajaan pesawat (fleet revitalization).
KEGIATAN LINGKUNGAN HIDUP ENVIRONMENTAL ACTIVITIES RELATED

TERKAIT DENGAN KEGIATAN TO THE COMPANY’S OPERATIONAL
OPERASIONAL PERSEROAN ACTIVITIES
BIOPORI BIOPORE
Perseroan telah membuat lubang resapan biopori semenjak The company has made biopori infiltration holes since
tahun 2012. Lubang biopori ini menurut riset berguna untuk 2012. According to research, biopori holes are useful to
mengurangi bencana banjir, meningkatkan cadangan air tanah, reduce flood disasters, increase groundwater reserves, and
serta mempercepat terjadinya penyerapan air hujan. Secara accelerate the absorption of rainwater. Naturally, biopori
alami lubang biopori merupakan lubang-lubang di dalam holes are holes in the soil formed by the activity of organisms
tanah yang terbentuk akibat adanya aktivitas organisme in them, such as worms, plant rooting, ants, termites and
di dalamnya, seperti cacing, pengakaran tanaman, semut, other soil organisms. The holes that are formed will be filled
rayap dan organisme tanah lainnya. Lubang-lubang yang with air and become the passage of water in the soil. If holes

terbentuk akan terisi udara dan menjadi tempat berlalunya such as these are made in large quantities, the ability of a
air di dalam tanah. Apabila lubang-lubang seperti ini dibuat piece of stem to absorb water will increase which will reduce
dalam jumlah banyak maka kemampuan sebidang batang the chances of water flow on the ground surface. This will
untuk meresap air akan meningkat yang akan memperkecil reduce the danger of flooding that might occur. But in urban
peluang terjadinya aliran air di permukaan tanah. Hal ini akan areas, the presence of trees is increasingly displaced by
mengurangi bahaya banjir yang mungkin terjadi. Namun di buildings so that biopori holes become increasingly scarce,
daerah perkotaan, keberadaan pepohonan semakin tergusur so we need artificial biopori holes that are used to replace
oleh bangunan-bangunan sehingga lubang biopori menjadi the existence and function of these natural biopori holes.
semakin langka, sehingga dibutuhkan lubang biopori buatan Biopori holes can be filled with organic waste originating
yang digunakan untuk menggantikan keberadaan dan fungsi from leaves of grass trimming from the yard, or even kitchen
lubang biopori alami tersebut. Lubang biopori dapat diisi waste that functions as compost. By making biopori holes in
dengan sampah organik yang berasal dari dedaunan pangkasan the office area, it is hoped that this will also encourage the
rumput dari halaman, atau pun sampah dapur yang berfungsi Company’s employees to be able to participate in making
sebagai kompos. Dengan pembuatan lubang biopori di area biopori holes in their homes as a simple step in protecting
perkantoran, hal ini diharapkan akan turut mendorong para the environment.
pegawai Perseroan untuk dapat turut membuat lubang biopori
di rumahnya masing-masing sebagai salah satu langkah
sederhana dalam perlindungan lingkungan.
Sampai dengan tahun 2019, Perseroan telah membuat Until 2019, the Company has made as many as 1,934
sebanyak 1.934 titik biopori di Area Garuda City Cengkareng, biopore points in the Garuda City Cengkareng Area, Garuda
Garuda Indonesia Training Centre (GITC) Duri Kosambi, Indonesia Training Center (GITC) Duri Kosambi, Garuda
Garuda Sentra Medika Kemayoran dan beberapa aset Sentra Medika Kemayoran and several other assets located
lainnya yang terletak di Jakarta. in Jakarta.
KONSERVASI AIR WATER CONSERVATION

Upaya penghematan air yang dilakukan melalui aspek Water conservation efforts are carried out through the
pengelolaan sumber daya air di seluruh area kerja Perseroan. management of water resources in all work areas of the
Upaya ini dilakukan dengan mengurangi tingkat debit air dan Company. This effort is done by reducing the level of water
penggunaan hand wash detector. Dari upaya penghematan discharge and the use of hand wash detectors. From the
energi air yang dilakukan, yaitu dengan mengatur debit air efforts to save water energy, which is done by regulating
dan menggunakan hand wash detector di toilet di gedung water discharge and using a hand wash detector in the
kantor pusat Garuda City Centre maka didapatkan jumlah toilet in the Garuda City Center headquarters building, the
penghematan air meningkat. amount of water savings is increased.
Pipa-pipa air bersih di seluruh perkantoran Perseroan juga Clean water pipes throughout the Company’s offices are
secara rutin dipelihara. Setiap tahunnya pihak pengelola aset also routinely maintained. Every year the office building
gedung perkantoran melakukan peremajaan pipa-pipa air manager conducts rejuvenation of clean water pipes, so
bersih, sehingga kebocoran-kebocoran air di pipa tersebut that water leaks in the pipes can be minimized. This is also a
dapat diminimalisir. Hal ini juga menjadi wujud kepedulian manifestation of the Company’s concern in conserving water
dari Perseroan dalam melestarikan air sebagai sumber daya as a resource that must be used as efficiently as possible.
yang harus digunakan seefisien mungkin.
KONSERVASI ENERGI LISTRIK OFFICE CONSERVATION OFFICE

PERKANTORAN ELECTRICITY
Dalam rangka mencapai penghematan listrik telah dilakukan In order to achieve electricity savings various efforts have
berbagai upaya terutama pengaturan penggunaan peralatan: been made, especially in regulating the use of equipment:
• Mengurangi penggunaan cahaya lampu dengan • Reducing the use of light from lamps by mounting
pemasangan dinding kaca; glass walls;
• Penataan lampu sesuai dengan letak untuk mendapatkan • Arrangement of lamps according to location to get
pencahayaan yang optimal; optimal lighting;
• Mematikan pendingin ruangan, lampu, komputer dan • Turn off the air conditioner, lights, computers and
peralatan listrik lainnya bila sudah tidak digunakan; other electrical equipment when it is not used;
• Penandatanganan komitmen penggantian lampu LED • Signing the commitment to replace LED lamps for
untuk perkantoran secara bertahap. offices in stages.

FUEL CONSERVATION PROGRAM FUEL CONSERVATION PROGRAM

Emisi gas buang memiliki korelasi dengan penggunaan bahan Exhaust emissions have a correlation with the use of fuel
bakar (fuel), sehingga penghematan bahan bakar atau yang (fuel), so that fuel savings or commonly referred to as fuel
biasa disebut dengan fuel conservation dapat mengurangi conservation can reduce the amount of exhaust emissions.
jumlah emisi gas buang. Fuel conservation merupakan program Fuel conservation is a program of saving the use of fuel (fuel)
penghematan pemakaian bahan bakar (fuel) yang telah dan that has been and will continue to be run by the Company.
akan terus dijalankan oleh Perseroan. Melalui program fuel Through this fuel conservation program several strategic
conservation ini beberapa langkah strategis terus dijalankan steps have been continued and their achievements have
dan ditingkatkan pencapaiannya dengan melakukan: been enhanced by:
1. Potable Water Management 1. Potable Water Management
Potable water management adalah salah satu cara Potable water management is one way to reduce
mengurangi beban pesawat dengan melakukan aircraft load by managing the volume of water carried
pengelolaan volume air yang diangkut dalam pesawat on an aircraft that is adjusted to the number of souls
yang disesuaikan dengan jumlah souls on board dan waktu on board and the travel time of each flight. The more
tempuh dari setiap penerbangan. Semakin banyak volume volume of water is transported, the greater the aircraft’s
air yang diangkut, maka semakin besar konsumsi bahan fuel consumption. Therefore a careful and careful
bakar pesawat. Oleh karenanya diperlukan perhitungan calculation is needed to determine what volume of
yang cermat dan teliti untuk menentukan berapa volume water must be transported for a flight.
air yang harus diangkut untuk suatu penerbangan.
2. Optimum Centre of Gravity 2. Optimum Center of Gravity
Optimum Centre of Gravity adalah pengaturan posisi Optimum Center of Gravity is setting the optimum
beban pesawat yang optimum sehingga diperoleh aircraft load position in order to obtain the most
konsumsi bahan bakar yang paling efisien. efficient fuel consumption.
3. Nearest Alternate 3. Nearest Alternate
Penggunaan Nearest Alternate merupakan kebijakan The use of Nearest Alternate is a policy in the selection
dalam pemilihan airport alternate pada setiap of alternate airports on each flight that is the closest
penerbangan adalah yang terdekat jaraknya dari distance from the destination airport. With the choice of
airport destinasi. Dengan pemilihan jarak yang lebih a shorter distance, it will result in less fuel being taken.
dekat maka berakibat pada bahan bakar yang dibawa
akan lebih sedikit.
4. Cost Index 4. Cost Index
Cost Index adalah pengaturan kecepatan pesawat untuk Cost Index is an aircraft speed regulation to obtain fuel
memperoleh efisiensi bahan bakar, dengan menerapkan efficiency, by applying a certain “speed value” on each
suatu “nilai speed” tertentu pada masing-masing aircraft type for each departure station.
aircraft type untuk setiap station keberangkatan.
5. ATC Coordination (Direct Routes & Optimum Flight Level) 5. ATC Coordination (Direct Routes & Optimum Flight Level)
Dengan melakukan koordinasi yang baik dengan pihak By coordinating well with the Air Traffic Controller
Air Traffic Controller (ATC), diharapkan pada setiap (ATC), it is expected that every Garuda flight will
penerbangan Garuda mendapatkan Direct Routing dan get Direct Routing and Optimum Flight Level, which
Optimum Flight Level, yang tentunya berdampak pada will certainly have an impact on more efficient fuel
konsumsi bahan bakar yang lebih efisien. consumption.
6. Pilot Flight Technique 6. Pilot Flight Technique
Demikian pula dengan Flight Technique yang senantiasa Likewise, Flight Technique, which is always modified
dilakukan modifikasi dari waktu ke waktu sesuai from time to time in accordance with the development
dengan perkembangan teknologi yang ada, untuk of existing technology, to produce flights that are
menghasilkan penerbangan yang efisien namun tetap efficient but still safe and comfortable.
aman dan nyaman.
7. Aircraft Performance Monitoring 7. Aircraft Performance Monitoring
Regular maintenance program dilakukan oleh jajaran Regular maintenance programs are carried out by
Teknik dalam menunjang fuel conservation program. technical staff in supporting the fuel conservation
Hal ini terus dilakukan untuk mengendalikan tingkat program. This continues to be done to control the level
keborosan mesin pesawat (engine high consume). of waste of aircraft engines (engine high consume).
8. Optimum GPU Usage 8. Optimum GPU Usage
Optimalisasi penggunaan Ground Power Unit (GPU) Optimizing the use of Ground Power Unit (GPU) is
merupakan upaya mengoptimalkan penggunaan GPU an effort to optimize the use of GPU as a substitute

sebagai pengganti Auxiliary Power Unit (APU) di bandara for Auxiliary Power Units (APU) at domestic and
domestik dan internasional untuk pesawat RON (Remain international airports for RON (Remain Over Night;
Over Night; Pesawat yang menginap di bandara hingga planes that stay overnight at the airport), the first
melewati hari), pesawat penerbangan pertama setelah flight planes after RON and for more transit flights
RON dan untuk pesawat yang transit lebih dari 2 jam. from 2 hours.
FLEET REJUVENATION FLEET REJUVENATION

Perseroan menjalankan program pengembangan armada The Company operates a fleet development program through
melalui penyederhanaan dan peremajaan pesawat (fleet significant simplification and rejuvenation of aircraft (fleet
revitalization) secara signifikan dengan armada-armada revitalization) with new fleets such as the Airbus A330,
baru seperti Airbus A330, Boeing 737-MAX 8, Boeing Boeing 737-MAX 8, Boeing 777-300 ER, and Airbus
777-300 ER, dan Airbus A330-900. Hal ini bertujuan A330-900. This aims to improve service quality, efficiency
untuk meningkatkan kualitas pelayanan, efisiensi biaya of operating costs, reduce emission levels, and reduce the
operasi, menurunkan tingkat emisi, serta mengurangi level of noise (noise reduction) arising from flights. With
tingkat kebisingan (noise reduction) yang ditimbulkan dari the new fleet supported by the latest technology and saving
penerbangan. Dengan jajaran armada baru yang didukung fuel, the Company will be able to significantly increase
teknologi mutakhir dan hemat bahan bakar, Perseroan akan efficiency. The company targets the average aircraft age
mampu meningkatkan efisiensi secara signifikan. Perseroan in 2019, under 8 years.
menargetkan rata-rata usia pesawat pada tahun 2019, di
bawah 8 tahun.
Tabel Pengembangan Armada 2015-2019

Tabel of 2015-2019 Fleet Development
Keterangan | Explanation 2019 2018 2017 2016 2015
Jumlah Pesawat | Number of Aircraft 142 145 144 144 143

Rata-rata Usia Pesawat (tahun) | Average of Aircraft age (years) 7,6 6,8 5,4 4,6 4,3
PELAKSANAAN INISIATIF TANGGUNG IMPLEMENTATION OF THE SOCIAL

JAWAB SOSIAL PERUSAHAAN TERKAIT RESPONSIBILITY INITIATIVE RELATED
LINGKUNGAN HIDUP TO ENVIRONMENTAL ENVIRONMENT
MORE PASSENGERS MORE TREES MORE PASSENGERS MORE TREES

Program “More Passengers More Trees” menjadi bagian The “More Passengers More Trees” program is part of
komitmen Garuda Indonesia untuk mengiringi laju kenaikan Garuda Indonesia’s commitment to accompany the rate of
penumpang dengan pertambahan jumlah pohon sebagai increase in passengers by increasing the number of trees
langkah nyata untuk mengurangi emisi karbon. Salah satu as a concrete step to reduce carbon emissions. One of the
program tree-planting yang dimulai sejak tahun 2011 yang tree-planting programs that began in 2011 was carried
terselenggara atas kerjasama antara Garuda Indonesia, out in collaboration with Garuda Indonesia, the KEHATI
Yayasan KEHATI, dan LIPI, yaitu Program Pembangunan Foundation, and LIPI, namely the Java-Bali Original Plant
Arboretum Tumbuhan Asli Kawasan Jawa-Bali di Ecopark Arboretum Development Program at the Ecopark Cibinong
Cibinong Science Center, LIPI telah menanam 20.000 Science Center, LIPI has planted 20,000 trees with 70 plant
pohon dengan 70 jenis tumbuhan khas Jawa-Bali dalam species typical of Java-Bali in two stages in the Java-Bali
dua tahapan di Kawasan Jawa-Bali di Ecopark tersebut. Region at the Ecopark. This area is a replica of Indonesia’s
Kawasan ini merupakan replika hutan tropis Indonesia yang tropical forests arranged according to ecoregions from
ditata berdasarkan ekoregion mulai Sumatera sampai Papua. Sumatra to Papua.
Ecopark Cibinong Science-Center-LIPI yang juga berfungsi The Ecopark Cibinong Science-Center-LIPI which also
sebagai tapak pendidikan lingkungan bagi publik untuk functions as an environmental education site for the public
mempelajari dan menyelamatkan tumbuhan endemik 7 to study and save endemic plants of 7 (seven) Indonesian
(tujuh) ekoregion Indonesia ini merupakan bagian dari ecoregions is part of the Bogor Botanical Gardens, and is
Kebun Raya Bogor, dan rencananya akan launching pada planned to be launched at the end of 2020.
akhir tahun 2020.

CAPAIAN DAMPAK KUANTITATIF QUANTITATIVE IMPLEMENTATION OF

KEGIATAN TANGGUNG JAWAB SOSIAL SOCIAL RESPONSIBILITY ACTIVITIES
PERUSAHAAN BIDANG LINGKUNGAN ACTIVITIES ACTIVITIES ACTIVITIES
HIDUP
Salah satu apresiasi diberikan kepada PT Garuda Indonesia One of the awards given to PT Garuda Indonesia (Persero)
(Persero) Tbk yaitu mendapatkan penghargaan dari Gubernur Tbk is getting an award from the Governor of Banten as
Banten sebagai Perseroan Nihil Kecelakaan Kerja Tingkat a Zero Level Banten Work Company in Banten Province
Provinsi Banten Tahun 2019 Dengan Total 4.467.979 with a total of 4,467,979 Working Hours without Work
Jam Kerja Tanpa Kecelakaan Kerja yang mengakibatkan Accidents resulting in lost working hours.
hilangnya jam kerja.
Selain itu, kegiatan lingkungan hidup terkait dengan kegiatan In addition, environmental activities related to operational
operasional memberikan dampak positif bagi Perseroan. activities have a positive impact on the Company. The
Dampak positif tersebut dapat dilihat dari penghematan positive impact can be seen from the savings in the use of
dalam penggunaan energi di Perseroan. Adapun jumlah energy in the Company. The amount of water usage and
pemakaian air dan penggunaan listrik di area perkantoran electricity usage in the Garuda City office area over the
Garuda City dari selama 5 (lima) tahun terakhir adalah past 5 (five) years is as follows:
sebagai berikut:
Tabel Pemakaian Air Tahun 2015-2019

Table of Water Usage 2015-2019
Pemakaian Air (m3)

77.378 84.254 75.741 64.761 88.078
Water Usage
Tabel Penggunaan Listrik 2015-2019

Table of Eletricity Usage 2015-2019
Penggunaan Listrik (watt)

10.930.546 10.943.632 9.853.747 10.023.936 12.873.716
Eletricity Usage
Melalui program fuel conservation, pada tahun 2019 Through the fuel conservation program, in 2019 the
Perseroan berhasil melakukan penghematan pemakaian Company succeeded in making savings in fuel use by
bahan bakar sebanyak 35.927.879 liter yang setara dengan 35,927,879 liters which is equivalent to 89,979,029
89.979.029 Kilogram CO2. Hasil program fuel conservation Kilograms of CO2. The results of the fuel conservation
dapat dilihat pada tabel di bawah ini. program can be seen in the table below.

Tabel Program Fuel Conservation 2015-2019

Table of Fuel Conservation Program 2015-2019
Bahan Bakar | fuel (liters) 35.927.879 34.685.603 39.870.000 41.780.000 26.113.412

CO2 (kg) 89.979.029 86.589.138 99.540.000 104.210.000 65.254.000
SERTIFIKASI DI BIDANG LINGKUNGAN CERTIFICATION IN THE ENVIRONMENT

Dalam menjalankan kegiatan operasionalnya, Perseroan In carrying out its operational activities, the Company
tunduk pada regulasi Indonesia sehingga tingkat kebisingan complies with Indonesian regulations so that the aircraft
suara pesawat telah disertifikasi oleh Direktorat Jenderal noise level has been certified by the Directorate General of
Perhubungan Udara. Perseroan juga tunduk pada peraturan Civil Aviation. The company is also subject to environmental
lingkungan dan kebisingan di setiap negara tujuan and noise regulations in each flight destination country.
penerbangan. Sehingga secara keseluruhan Perseroan So as a whole the Company has complied with relevant
telah mematuhi peraturan lingkungan dan kebisingan yang environmental and noise regulations both domestically
relevan baik di dalam negeri maupun secara internasional. and internationally.
Selain itu, dalam mendirikan bangunan baik kantor ataupun In addition, in establishing buildings both offices and
hangar, Perseroan diwajibkan mematuhi sertifikat AMDAL hangars, the Company is required to comply with the
sebagai landasan untuk membangun bangunan tersebut. AMDAL certificate as a foundation for building the
Sedangkan terkait kegiatan operasional anak Perseroan, building. While related to the operational activities of
GMF AeroAsia telah memiliki sertifikat OHSAS 18001:2007 the Company’s subsidiaries, GMF AeroAsia has OHSAS
terkait manajemen keselamatan dan kesehatan kerja yang 18001: 2007 certificate related to occupational safety and
sekaligus melengkapi sertifikat ISO 14001 terkait Sistem health management which also complements ISO 14001
Manajemen Lingkungan. certificate related to the Environmental Management System.
SALURAN PENGADUAN TANGGUNG SOCIAL RESPONSIBILITY CHANNEL FOR

JAWAB SOSIAL TERKAIT LINGKUNGAN SOCIAL RESPONSIBILITY RELATED TO
HIDUP ENVIRONMENT
Sebagai bentuk tanggung jawab sosial perusahaan yang As a form of corporate social responsibility related to the
berkaitan dengan lingkungan hidup, Garuda Indonesia environment, Garuda Indonesia makes it easy for the public
memberikan kemudahan bagi masyarakat untuk to submit suggestions or complaints. These complaints can
menyampaikan saran atau keluhan. Keluhan tersebut dapat be submitted through call center, live chat, Email, Website,
disampaikan call center, live chat, Email, Website, Media Social Media (Facebook & Twitter), Suggestion forms,
Sosial (Facebook & Twitter), Suggestion form, customer customer service at the airport and sales office.
service di bandara dan di kantor penjualan.

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERKAIT DENGAN KETENAGAKERJAAN, KESEHATAN DAN KESELAMATAN KERJA
TANGGUNG JAWAB SOSIAL PERUSAHAAN TERKAIT DENGAN
Corporate Social Responsibilities Related To Labor, Health and Safety
KETENAGAKERJAAN, KESEHATAN DAN KESELAMATAN KERJA

KOMITMEN DAN KEBIJAKAN COMMITMENT AND POLICY ON

TANGGUNG JAWAB SOSIAL SOCIAL RESPONSIBILITY COMPANY
PERUSAHAAN BIDANG EMPLOYMENT, HEALTH AND SAFETY
KETENAGAKERJAAN, KESEHATAN
DAN KESELAMATAN KERJA
Garuda Indonesia menyadari bahwa sumber daya manusia Garuda Indonesia realizes that human resources are
merupakan elemen strategis dan aset Perseroan yang strategic elements and assets of the Company which are
sangat berharga untuk mendukung keberlangsungan bisnis very valuable to support the sustainability of the company’s
Perseroan yang tentunya berujung pada pencapaian tujuan business which of course leads to the achievement of the
perusahan. Oleh Karena Itu, Perseroan menaruh perhatian company’s goals. Therefore, the Company pays special
khusus dan mengedepankan aspek hubungan yang baik attention and prioritizes aspects of good relations with all
terhadap seluruh pegawai dengan berkomitmen untuk employees by committing to comply with applicable labor
mematuhi peraturan ketenagakerjaan yang berlaku serta regulations and providing maximum health facilities for the
memberikan fasilitas kesehatan yang maksimal untuk Company’s Employees. As a Civil Aviation Company, the
Pegawai Perseroan. Sebagai Perusahaan Penerbangan Sipil, Company always prioritizes work safety for employees by
Perseroan selalu mengutamakan keselamatan kerja bagi complying with the provisions of the Civil Aviation Safety
pegawai dengan mematuhi ketentuan dari Civil Aviation Regulations (CASR), International Civil Aviation Organization
Safety Regulation (CASR), International Civil Aviation (ICAO), International Air Transport Association (IATA), and
Organization (ICAO), International Air Transport Association Directorate General of Civil Aviation (DGCA).
(IATA), dan Directorate General of Civil Aviation (DGCA).
LINGKUP DAN PERUMUSAN SCOPE AND FORMULATION OF SOCIAL

TANGGUNG JAWAB SOSIAL BIDANG RESPONSIBILITY, EMPLOYMENT,
KETENAGAKERJAAN, KESEHATAN HEALTH AND SAFETY
Perseroan bertanggungjawab dalam bidang ketenagakerjaan The Company is responsible for manpower by providing
dengan memberikan kesetaraan gender dalam kesempatan gender equality in employment opportunities, equality in
kerja, kesetaraan dalam program Pendidikan dan Pelatihan, Education and Training programs, providing appropriate
pemberian remunerasi yang sesuai, promosi, dan kebebasan remuneration, promotion and freedom of association.
berserikat. Dari aspek kesehatan Perseroan memberikan From the health aspect the Company provides facilities in
fasilitas berupa asuransi kesehatan tambahan disamping the form of additional health insurance in addition to the
kewajiban memberikan Asuransi BPJS Kesehatan. Perseroan obligation to provide Health Insurance BPJS. The Company
juga memberikan fasilitas pemeriksaan kesehatan sebanyak also provides health screening facilities once a year for
satu kali dalam satu tahun untuk Pegawai yang dikelola Employees managed by Garuda Sentra Medika Clinic. The
oleh Klinik Garuda Sentra Medika. Perseroan berkewajiban Company is obliged to provide training in occupational
untuk memberikan pelatihan dalam keselamatan kerja bagi safety for flight crews which must be conducted regularly.
para awak pesawat yang harus dilakukan secara berkala.
RENCANA KEGIATAN TANGGUNG SOCIAL RESPONSIBILITY ACTIVITIES

JAWAB SOSIAL BIDANG PLAN FOR EMPLOYMENT, HEALTH, AND
KETENAGAKERJAAN, KESEHATAN SAFETY
Sepanjang tahun 2019, Perseroan memiliki fokus untuk Throughout 2019, the Company has focused on centralizing
melakukan sentralisasi dalam Group, baik dari segi the Group, both in terms of employment, health and safety.
ketenagakerjaan, kesehatan dan keselamatan kerja. The centralization of employment within the Group is
Sentralisasi ketenagakerjaan dalam Group diharapkan expected to support the Company’s commitments and
dapat mendukung komitmen dan tanggung jawab Perseroan responsibilities in maximizing the Employees and the
dalam memaksimalkan Pegawai serta lini bisnis Perseroan. Company’s business lines.

KEGIATAN DAN DAMPAK ACTIVITIES AND IMPACT

KUANTITATIF TANGGUNG JAWAB OF QUANTITATIVE SOCIAL
SOSIAL PERUSAHAAN BIDANG RESPONSIBILITIES OF THE LABOR,
KETENAGAKERJAAN, KESEHATAN HEALTH AND SAFETY
Peran Manajemen dalam kebijakan ketenagakerjaan berupa The role of management in employment policies in the
sentralisasi kepegawaian secara Group yang berdampak form of centralization of employment as a Group has the
memberikan peluang bagi para Pegawai untuk memiliki impact of providing opportunities for employees to have
jenjang karir yang tidak hanya terbatas dalam Perseroan career paths that are not only limited to the Company but
saja namun juga dalam lingkup Group yang dimiliki also within the scope of the Group owned by the Company.
oleh Perseroan. Dengan begitu terjadilah promosi lintas In this way cross-company promotion within the Group
perusahaan di dalam Group Perseroan yang menciptakan of Companies creates a competitive and productive work
lingkungan kerja menjadi kompetitif dan produktif. environment.
KEGIATAN DAN DAMPAK KUANTITATIF ACTIVITY AND QUANTITATIVE IMPACT OF

KEGIATAN KETENAGAKERJAAN EMPLOYMENT ACTIVITIES
KESETARAAN GENDER GENDER EQUALITY

Perseroan memberikan kesempatan pengembangan The Company provides equal opportunities for competency
kompetensi dan pengembangan karir yang sama bagi development and career development for all of its employees
seluruh pegawainya tanpa membedakan gender, ras, warna regardless of their gender, race, color, religion, physical
kulit, agama, kondisi fisik atau asal negara mereka. Proses condition or national origin. The employee selection process
seleksi pegawai untuk pengembangan kompetensi dan for competency development and career development is
pengembangan karir dilakukan melalui talent review pada carried out through talent review at each level by considering
setiap jenjang dengan mempertimbangkan kemampuan, the abilities, knowledge, behavior, performance and potential
pengetahuan, perilaku, kinerja serta potensi dari setiap of each employee.
pegawai.
HUBUNGAN INDUSTRIAL INDUSTRIAL RELATIONS

Perseroan terus berupaya memperkuat kebersamaan di The Company continues to strengthen unity outside the
luar tempat kerja dengan memberikan kesempatan pada workplace by providing opportunities for all employees to
seluruh pegawainya untuk mengembangkan kompetensi dan develop competencies and actualize talents and interests
mengaktualisasikan bakat dan minat di luar pekerjaannya. outside of work. To support this, the Company has built
Untuk mendukung hal tersebut, Perseroan telah membangun a sports and art center for sports and arts enthusiasts,
sport dan art center bagi peminat olah raga dan kesenian, supporting associations or communities in the office
mendukung perkumpulan atau komunitas di lingkungan environment, such as the photography community, sports
kantor, seperti komunitas fotografi, komunitas olah raga, community, arts community and so forth.
komunitas kesenian dan lain sebagainya.
Dalam hal komunikasi antar pegawai Perseroan menyediakan In terms of communication between employees, the
saluran komunikasi berupa employee services (saluran Company provides communication channels in the form
telepon) layanan konseling untuk pegawai yang ingin of employee services (telephone lines) counseling services
menyampaikan keluhan atau keresahan seputar pekerjaan for employees who wish to submit complaints or concerns
dan situasi pekerjaan. Masih terkait aspek ketenagakerjaan, about work and work situations. Still related to labor aspects,
Perseroan berusaha untuk mematuhi semua peraturan the Company strives to comply with all regulations and
dan ketetapan yang berhubungan dengan tenaga kerja provisions relating to labor to minimize violations of human
untuk meminimalisir pelanggaran hak asasi manusia dan rights and employment relations.
hubungan kerja.
KEBEBASAN BERASOSIASI FREEDOM OF ASSOCIATION

Sesuai amanat yang tertuang pada Undang-Undang No. In accordance with the mandate stated in Law No. 13 of
13 Tahun 2003 tentang Ketenagakerjaan, serta Keputusan 2003 concerning Manpower, and Minister of Manpower
Menteri Tenaga Kerja dan Transmigrasi No. Kep 255/ and Transmigration Decree No. Kep 255 / Men / 2003
Men/2003 tentang Tatacara Pembentukan dan Susunan concerning Procedures for Establishing and Composition

Keanggotaan LKS Bipartit, Perseroan telah memiliki of Bipartite LKS Membership, the Company has a Collective
Perjanjian Kerja Bersama (PKB) yang disusun bersama dengan Labor Agreement (PKB) that is drafted together with trade
serikat pekerja dan ditinjau secara berkala setiap dua tahun unions and is periodically reviewed every two years in line
seiring dengan upaya untuk terus meningkatkan hubungan with efforts to continuously improve communication relations
komunikasi di antara Serikat Pekerja dan Manajemen melalui between Trade Unions and Management through the Bipartite
Lembaga Kerja sama Bipartit (LKS Bipartit). Cooperation Institution (Bipartite Cooperation Institution).
LKS Bipartit dilandasi dengan pemahaman akan peran, tugas Bipartite LKS is based on an understanding of the roles,
serta tanggung jawab masing-masing, yang merupakan duties and responsibilities of each, which is the hope of
harapan setiap Perseroan dan pegawai. LKS Bipartit terdiri every company and employee. The Bipartite LKS consists
dari unsur manajemen dan unsur perwakilan serikat pekerja of management elements and trade union representatives
yang terdiri dari Serikat pegawai Garuda Indonesia (Sekarga), consisting of the Garuda Indonesia Employees Union
Ikatan Awak Kabin Garuda Indonesia (IKAGI), dan Asosiasi (Sekarga), the Garuda Indonesia Cabin Crew Association
Pilot Garuda Indonesia (APG). (IKAGI), and the Garuda Indonesia Pilot Association (APG).
JAM KERJA WORKING HOURS

Untuk menghindari eksploitasi tenaga kerja secara To avoid over-exploitation of labor, the Company has set
berlebihan, Perseroan telah menetapkan batasan waktu limits on working time for employees. Working time is
kerja bagi pegawai. Waktu kerja disesuaikan dengan daerah adjusted to the work area and nature of work. In the event
kerja serta sifat pekerjaan. Dalam hal pegawai menjalankan that employees carry out work exceeding the specified work
pekerjaan melebihi waktu kerja yang ditentukan, maka time, then employees are given compensation in the form
kepada pegawai diberikan kompensasi berupa upah lembur of overtime pay according to statutory provisions.
sesuai ketentuan perundang-undangan.
HARI LIBUR DAN CUTI HOLIDAYS AND LEAVE

Sebagai tambahan dari ketetapan mengenai waktu In addition to the provisions regarding rest periods during
istirahat selama hari kerja, dan cuti tahunan, Perseroan work days, and annual leave, the Company also provides
juga memberikan cuti berbayar untuk kegiatan ibadah haji paid leave for hajj activities as well as menstruation and
serta cuti haid dan hamil untuk pegawai wanita. pregnancy leave for female employees.
REMUNERASI REMUNERATION
Perseroan juga menyediakan program kompensasi dan The Company also provides competitive compensation
manfaat yang kompetitif mencakup fasilitas kesehatan and benefits programs that include comprehensive health
yang komprehensif, baik preventif maupun kuratif, antara facilities, both preventive and curative, including inpatient,
lain fasilitas rawat inap, rawat jalan, persalinan, kacamata, outpatient, childbirth, eyewear, dental care, laboratory
perawatan gigi, pemeriksaan laboratorium hingga medical examinations to medical check-ups etc., using third parties
check up dan lain sebagainya, dengan menggunakan pihak . Specifically for the supervision of aircraft crew health
ketiga. Khusus pengawasan kesehatan kru pesawat (baik (both Aviators and Cabin Crew), the Company provides
Penerbang maupun Awak Kabin), Perseroan menyediakan specialized flight doctors so that the crew’s health can be
dokter khusus penerbangan agar kesehatan kru pesawat managed properly.
dapat dikelola dengan baik.
DAMPAK KUANTITATIF KEGIATAN IMPACT QUANTITATIVE EMPLOYMENT

KETENAGAKERJAAN ACTIVITIES
Dalam pelaksanaan tanggung jawab sosial perusahaan In the implementation of corporate social responsibility
terkait ketenagakerjaan, Perseoran telah memberikan related to employment, the Company has given equal
perlakuan yang sama bagi setiap pegawainya. Perseroan treatment to each of its employees. The Company
berkomitmen untuk terus memberikan kenyamanan bagi is committed to continuing to provide comfort for its
para pegawai, sehingga pada tahun 2019 diperoleh hasil employees, in 2019 employee satisfaction survey results
survei kepuasan pegawai yaitu sebesar 72 yang dapat obtained amounting to 72 which can be categorized as
dikategorikan cukup puas. quite satisfied.

KEGIATAN DAN DAMPAK KUANTITATIF ACTIVITIES AND QUANTITATIVE IMPACTS

KEGIATAN KESEHATAN OF HEALTH ACTIVITIES
Program Perseroan dalam aspek kesehatan meliputi kegiatan The Company’s programs in the health aspect include
pencegahan antara lain berupa penyediaan fasilitas olah prevention activities including the provision of sports
raga dilingkungan perseroan, memastikan tersedianya facilities in the company environment, ensuring the
fasilitas olah raga pada tempat penginapan yang diberikan availability of sports facilities at lodging places provided
sebagai fasilitas kepada awak pesawat, melakukan himbauan as facilities to flight crews, conducting appeals or health
maupun seminar kesehatan yang dilakukan secara berkala seminars which are conducted regularly or health seminars
atau seminar kesehatan yang dilatarbelakangi dengan isu that are based on the background current health issues. In
kesehatan terkini. Selain kegiatan pencegahan, perseroan addition to prevention activities, the company also takes
juga melakukan tindakan perlindungan kesehatan dengan health protection measures by facilitating health checks
memfasilitasi pemeriksaan kesehatan setiap tahunnya dan every year and providing health facilities in the form of
memberikan fasilitas kesehatan dalam bentuk jaminan health care guarantees for employees and their families.
pemeliharaan kesehatan bagi pegawai dan keluarganya. The Company also manages Garuda Sentra Medika to
Perseroan juga mengelola Garuda Sentra Medika guna support the feasibility of flight personnel, the availability
mendukung kelaikan personil penerbangan, ketersediaan of health services and to improve the achievement of the
layanan kesehatan serta meningkatkan pencapaian sasaran company’s productivity targets based on applicable laws,
produktivitas perusahaan berdasarkan peraturan perundang- Company Regulations, and the principles of good corporate
undangan yang berlaku, Peraturan Perseroan, serta prinsip- governance.
prinsip tata kelola perusahaan yang baik (Good Corporate
Governance).
Perseroan juga memberikan tunjangan Bahaya Radiasi The Company also provides Radiation Danger benefits
sesuai dengan tingkat resiko bahaya radiasi yang diterima according to the level of radiation hazard received by
oleh pekerja. Mengacu Peraturan Menteri Kesehatan RI No. workers. Referring to the Minister of Health Regulation
HK.03.03.MENKES/604/2015 Tanggal 30 November 2015 No. HK.03.03.MENKES / 604/2015 November 30, 2015
Tentang Tunjangan Bahaya Radiasi Bagi Pekerja Radiasi Di Concerning Radiation Hazard Benefits for Radiation Workers
Bidang Kesehatan. Besarnya Tunjangan Bahaya Radiasi in the Health Sector. The amount of Radiation Danger
sesuai dengan tingkat risiko bahaya radiasi yang diterima Allowances corresponds to the level of radiation hazard
oleh pekerja radiasi tersebut. risk received by the radiation worker.
Selain itu, sebagai salah satu bentuk komitmen atas In addition, as a form of commitment to caring for the welfare
kepedulian terhadap kesejahteraan pegawainya, Perseroan of its employees, the Company implements several programs
menerapkan beberapa program terkait dengan kesehatan related to employee health and protection, including:
dan perlindungan pegawai antara lain: 1. Health insurance membership program that provides
1. Program kepesertaan asuransi kesehatan yang health insurance to employees and families that includes
memberikan jaminan kesehatan kepada pegawai outpatient services, hospitalization, reimbursement of
dan keluarga yang mencakup layanan rawat jalan, glasses and hearing aid costs, primary infertility, Special
rawat inap, penggantian biaya kacamata dan alat Need Children (SNC) assistance, limb prostheses, dental
bantu dengar, infertility primer, bantuan Special Need prostheses, implants , medical devices and ambulances;
Children (SNC), protesa anggota gerak, protesa gigi,
implan, alat kesehatan dan ambulan;
2. Program Jaminan Sosial dengan mendaftarkan seluruh 2. Social Security Program by registering all employees
pegawai yang memenuhi persyaratan sebagai peserta who meet the requirements as participants of BPJS
BPJS Kesehatan dan BPJS Ketenagakerjaan untuk Health and BPJS Employment for Old Age Insurance
Jaminan Hari Tua (JHT), Jaminan Kecelakaan (JKK), (JHT), Accident Insurance (JKK), Death Guarantee
Jaminan Kematian (JKM), dan Jaminan Pensiun (JP); (JKM), and Pension Insurance (JP);
3. Program Keselamatan, Kesehatan Kerja dan Lingkungan, 3. Occupational Safety, Health and Environment
dengan menyediakan fasilitas dan alat proteksi/ Program, by providing facilities and protective
pelindung diri, pembentukan Panitia Pembinaan equipment / personal protection, the establishment
Keselamatan dan Kesehatan Kerja, dan penyediaan of the Occupational Safety and Health Development
perlengkapan kerja; Committee, and the provision of work equipment;
4. Program Asuransi Personel Accident (PA) bagi pegawai. 4. Accident Personnel Insurance Program (PA) for
employees.

Beberapa kegiatan yang telah dilakukan Perseroan untuk Some of the activities carried out by the Company to support
mendukung program di atas antara lain: the above programs include:
1. Sosialisasi dan Seminar Kesehatan yang diadakan secara 1. Health Socialization and Seminars are held regularly
berkala sebagai program preventif dan mendorong as a preventive program and encourage employees to
pegawai. untuk memiliki kualitas hidup yang baik; have a good quality of life;
2. Sosialisasi program jaminan melalui situs internal 2. The socialization of the guarantee program through
agar pegawai mengetahui dengan jelas hak atas an internal website so that employees know clearly
perlindungan kerja dirinya; the right to protection of their work;
3. Pengurusan hak pegawai yang mengalami kecelakaan 3. Management of the rights of employees who have a
kerja. work accident.
DAMPAK KUANTITATIF KEGIATAN QUANTITATIVE IMPACT OF HEALTH

KESEHATAN ACTIVITIES
Berdasarkan Employee Satisfaction Survey yang telah Based on the Employee Satisfaction Survey conducted in
dilaksanakan di tahun 2019, Perusahaan mendapatkan 2019, the Company received a score of 78 out of a scale
nilai 78 dari skala 100 dalam hal kepedulian Perusahaan of 100 in terms of the Company’s concern for employee
terhadap kesehatan pegawai. Selain itu, rata-rata tingkat health. In addition, the average employee absence rate
ketidakhadiran pegawai akibat casual sickness yang due to casual sickness decreased by 0.25% with a value
menurun sebesar 0.25% dengan nilai 0.77% di tahun 2019 of 0.77% in 2019 and 1.02% in 2018 indicating a serious
dan 1.02% tahun 2018 menunjukkan upaya yang serius effort for the Company to pay attention to employee health.
bagi Perusahaan dalam memperhatikan kesehatan pegawai.
KEGIATAN DAN DAMPAK KUANTITATIF ACTIVITIES AND IMPACT OF

KEGIATAN KESELAMATAN KERJA QUANTITATIVE WORK SAFETY ACTIVITIES
Perseroan sangat mengutamakan kualitas keselamatan The Company prioritizes the quality of work safety through
kerja melalui kebijakan, pengawasan, dan evaluasi yang policies, supervision, and evaluations conducted to ensure a
dilakukan untuk memastikan lingkungan kerja yang kondusif conducive work environment for employees of the Company
bagi pegawai Perseroan baik bagi pegawai darat maupun both for land employees and air employees. Activities
pegawai udara. Kegiatan yang dilakukan meliputi pelatihan carried out include training that is provided periodically
yang diberikan secara periodik sesuai aturan penerbangan, according to flight rules, step by step and according to
bertahap dan sesuai standar bagi awak pesawat dan teknisi standards for flight crew and technicians responsible for
yang bertanggung jawab atas pemeriksaan pesawat. aircraft inspection.
Selain itu perseroan melakukan pengawasan seperti In addition, the company conducts inspections such as
pemeriksaan berkala terhadap lingkungan kerja pegawai periodic inspections of the employee’s work environment
seperti kelengkapan peralatan keselamatan Gedung yang such as the completeness of building safety equipment
memenuhi standardisasi bagi pegawai darat maupun that meets the standards for ground employees as well as
pemeriksaan pesawat secara berkala dan berkelanjutan bagi periodic and ongoing aircraft inspections for the safety of
keselamatan pegawai udara, serta pemeriksaan kendaraan air employees, as well as operational vehicle checks that
operasional yang akan digunakan pegawai dalam melakukan employees will use in carrying out work. Furthermore, the
pekerjaan. Selanjutnya kegiatan evaluasi dilakukan dalam evaluation activities are carried out in the form of updating
bentuk pembaharuan informasi terkait hal yang menunjang information related to work safety issues attached to each
keselamatan kerja yang terlampir di setiap sisi Gedung side of the building such as the addition of evacuation routes
seperti penambahan jalur evakuasi dan juga pembaharuan and also updating manual documents in accordance with
dokumen manual yang terus dilakukan sesuai dengan kondisi the latest conditions that occur in the world of aviation
terakhir yang terjadi dalam dunia penerbangan yang harus that must be informed to every air employee so safety is
diinformasikan kepada setiap pegawai udara agar tercapai achieved at work.
keselamatan dalam bekerja.
Dalam rangka mengupayakan tempat kerja dan komunitas In an effort to strive for a workplace and community that
yang sehat, aman, dan berwawasan lingkungan secara is healthy, safe, and environmentally sustainable, since
berkesinambungan, sejak tahun 2012 Perseroan telah 2012 the Company has implemented the Occupational
memberlakukan Occupational Safety, Health, and Safety, Health and Environment Management System
Environment Management System (OSH&EMS). OSH&EMS (OSH & EMS). The OSH & EMS Manual contains a set of
Manual memuat satu set ekspektasi dan persyaratan yang expectations and requirements that must be complied

harus dipatuhi atau dijadikan persyaratan minimum oleh with or made a minimum requirement by all people of the
semua insan Perseroan, para rekan bisnis, para kontraktor, Company, business partners, contractors, suppliers, and all
para pemasok, dan semua pihak lain yang terlibat dalam other parties involved in the Company’s business processes.
proses bisnis Perseroan.
Selain itu, Perseroan juga mengadakan pelatihan dasar In addition, the Company also conducts basic emergency
tanggap darurat untuk petugas evakuasi darurat atau response training for emergency evacuation officers (ERT),
Emergency Response Team (ERT), yang terdiri dari petugas which consists of Floor Warden, Fire Warden, and First Aider
Floor Warden, Fire Warden, dan First Aider yang telah officers who have started in 2013. This training aims to
dimulai sejak tahun 2013. Pelatihan ini bertujuan untuk equip ERT with knowledge and skills related to emergency
membekali ERT dengan pengetahuan dan keterampilan response procedures in Garuda Indonesia offices. The
terkait prosedur tanggap darurat di perkantoran Garuda training was then followed by an Emergency Evacuation Drill
Indonesia. Pelatihan ini kemudian dilanjutkan dengan so that all building employees, guests, and ERT understood
Emergency Evacuation Drill agar seluruh pegawai gedung, their procedures and responsibilities so that in the event of
para tamu, dan ERT memahami prosedur dan tanggung an emergency, an emergency evacuation could be carried
jawabnya masing-masing sehingga apabila terjadi satu out properly.
kondisi darurat, evakuasi darurat dapat dijalankan dengan
sebagaimana mestinya.
Inspeksi dan Pengawasan Area Usaha

Inspection and Supervision of Business Areas
Tanggal | Date Lokasi | Location
2 -3 Desember 2019 Area Gedung Garuda City Center (OSH&E Inspection)

December 2-3, 2019 Garuda City Center Building Area (OSH & E Inspection)
1 Oktober 2019 Garuda Indonesia Branch Office Jakarta Raya (OSH&E Inspection)
October 1, 2019 Garuda Indonesia Branch Office Jakarta Raya (OSH&E Inspection)
3 Oktober 2019 Garuda Maintenance Facility (waste water treatment observed)
October 3, 2019 Garuda Maintenance Facility (waste water treatment observed)
4 November 2019 Garuda Indonesia Training Center Gedung B, C & F
November 4, 2019 Garuda Indonesia Training Center Gedung B, C & F
26 September 2019 Area Parkir Masjid Attaqwa GCC (Fire Fighting Drill)
September 26, 2019 Attaqwa GCC Mosque (Fire Fighting Drill) Parking Area
18 Desember 2019 Air Side Gallery Parking Area GSO (Fire Fighting Drill)
December 18, 2019 Air Side Gallery Parking Area GSO (Fire Fighting Drill)
DRUG RANDOM TEST RANDOM DRUG TEST

Sebagai komitmen dan kebijakan manajemen Garuda As a commitment and policy of Garuda Indonesia’s
Indonesia, Perseroan secara konsisten melakukan tes obat- management, the Company consistently conducts drug
obatan terlarang dan alkohol kepada pegawainya. Dalam and alcohol tests on its employees. In period 1H, Drug
periode 1H, Drug Random Test (DAMP) telah dilaksanakan Random Test (DAMP) was carried out to Aircrew and
kepada staf Aircrew dan Ground sebagai berikut: Ground staff as follows:
Tabel Drug Random Test 2019
Table of Drug Random Test 2019
Tanggal | Date Profesi | Profession Lokasi | Location Total
27-28 Desember 2018

Ground Staff CGK 678
December 27-28, 2018
3-4 Januari 2019
Ground Staff CGK 176
January 3-4, 2019
23 Februari 2019
Aircrew CGK 19
February 23, 2019
Aircrew DPS 143

18 Maret 2019
March 18, 2019
Ground Handling DPS 62
18 Maret 2019
Garuda Indonesia BOD and VP GCC 45
March 18, 2019

Tabel Drug Random Test 2019

Table of Drug Random Test 2019
Tanggal | Date Profesi | Profession Lokasi | Location Total
2-3 Juni 2019

Aircrew CGK 206
June 2-3, 2019
26 Juni
Aerotrans Driver GSO 1, GCC 170
June 26
7 Oktober 2019
Cargo (CGO) CGK 199
October 7, 2019
Aircrew DPS 273

22-23 Desember 2019
Ground Staff DPS 27
Aircrew CGK 190

29-30 Desember 2019
Ground Staff CGK 10
Parameter yang diuji adalah: Amphetamine, Benzodiazepine, The parameters tested were: Amphetamine, Benzodiazepine,
Methamphetamine, Morphine, Cocaine, dan Tetrahydro- Methamphetamine, Morphine, Cocaine, and Tetrahydro-
cannabinol. Drug Random Test untuk penanganan udara cannabinol. Drug Random Test for air and land handling
dan darat adalah salah satu program pencegahan untuk is one of the prevention programs to ensure flight crew
memastikan anggota awak pesawat dan penanganan darat members and ground handling on duty are not under the
yang bertugas tidak berada di bawah pengaruh obat yang influence of drugs that pose a risk to safety aspects.
berisiko terhadap aspek keselamatan.
DAMPAK KUANTITATIF KEGIATAN QUANTITATIVE IMPACT OF WORK SAFETY

KESELAMATAN KERJA ACTIVITIES
LOST TIME INJURY FREQUENCY RATE (LTIFR) LOST TIME INJURY FREQUENCY RATE (LTIFR)
Lost Time Injury adalah akibat dari kematian, cacat permanen Lost Time Injury is the result of death, permanent disability
atau lost time dari pekerjaan. Lost Time Injury Frequency or lost time from work. Lost Time Injury Frequency Rate
Rate (LTIFR) mewakili kinerja kesehatan dan keselamatan (LTIFR) represents work health and safety performance by
kerja dengan menghitung jumlah lost time injury per juta calculating the number of lost time injuries per million work
jam kerja yang digunakan selama periode akuntansi. Jumlah hours used during the accounting period. The number of
Man Hour Garuda Indonesia adalah sebagai berikut: Garuda Indonesia Man Hours is as follows:
Tabel Lost Time Injury Frequency Rate (LTIFR) 2019
Table of Lost Time Injury Frequency Rate (LTIFR) 2019
Bulan Air Crew
Ground Staff Total
Month Cockpit Cabin
Januari | January 69.942 227.216 118.160 415.318
Februari | February 61.708 198.872 97.477 358.057
Maret | March 66.573 209.966 115.968 392.507
April | April 65.832 211.250 124.414 401.496
Mei | May 61.782 203.716 118.501 383.999
Juni |June 61.789 203.828 120.396 386.013
Juli | July 71.659 223.349 135.409 430.417
Agustus | August 65.934 205.979 112.030 383.942
September | September 60.911 195.304 113.382 369.597
Oktober | October 61.582 196.296 120.324 378.202
November | November 58.558 184.427 106.425 349.410
Desember | December 64.746 209.520 116.924 391.190
Total 771.016 2.469.723 1.399.410 4.640.149

Pada periode Januari hingga Desember 2019, dilaporkan nol In the period from January to December 2019, zero accidents
kecelakaan terkait dengan kesehatan dan keselamatan kerja were reported related to occupational health and safety
untuk Air Crew dan LTIFR. Jumlah LTIFR Garuda Indonesia for Air Crew and LTIFR. The number of Garuda Indonesia
pada tahun 2019 untuk Cockpit dan awak kabin adalah 0 LTIFR in 2019 for Cockpit and cabin crew is 0 per 1 million
per 1 juta jam kerja. working hours.
Perseroan telah melaksanakan pengelolaan keselamatan The Company has implemented work safety management
kerja dengan mengadakan sosialisasi, pelatihan serta by conducting socialization, training and evaluation to
evaluasi untuk memastikan lingkungan kerja yang kondusif ensure a conducive work environment for employees of the
bagi pegawai Perseroan baik bagi pegawai darat maupun Company both for land employees and air employees. The
pegawai udara. Adapun data kecelakaan kerja di Perseroan work accident data in the Company is submitted as follows:
disampaikan sebagai berikut:
Tabel Jumlah Kecelakaan Kerja

Table of Work Accident
Jenis Kecelakaan Kerja
2019 2018
Types of Work Accident
Air Turbulence 1 1
Tabel Kasus Kecelakaan Kerja

Table of Work Accident Cases
Tahun
Insiden | Accident Pekerjaan | Job
Year
Awak Kabin mengalami cedera terjatuh karena turbulence

2019 Awak Kabin | Cabin Crew
The cabin crew suffered a fall injury due to turbulence
Awak Kabin mengalami cedera terjatuh karena turbulence
2018 Awak Kabin | Cabin Crew
The cabin crew suffered a fall injury due to turbulence
SALURAN PENGADUAN TANGGUNG COMPANY’S SOCIAL RESPONSIBILITY

JAWAB SOSIAL PERUSAHAAN TERKAIT CHANNEL RELATED TO LABOR, HEALTH
KETENAGAKERJAAN, KESEHATAN AND SAFETY
Sebagai Perseroan yang selalu berupaya memenuhi aturan As a company that always strives to comply with applicable
aturan ketenagakerjaan yang berlaku, seperti aturan yang labor rules, such as the rules contained in Law No. 13/2003,
terdapat pada UU No. 13/2003, maka Perseroan memiliki the Company has a unit that manages industrial relations
suatu unit yang mengelola hubungan industrial yang dimana in which one of its roles is in managing conflicts with the
salah satu perannya adalah dalam mengelola konflik dengan process of resolving industrial relations disputes, drafting
proses penyelesaian perselisihan hubungan industrial, collective labor agreements, improving communication with
penyusunan perjanjian kerja bersama, peningkatan Trade Unions (SP) and Labor Agencies and implementing
komunikasi dengan Serikat Pekerja (SP) dan Instansi Cooperation Institutions. Bipartite (Bipartite Institution)
Ketenagakerjaan serta pelaksanaan Lembaga Kerja Sama to support HR management strategies and systems. The
Bipartit (LKS Bipartit) guna mendukung strategi dan sistem Company has stipulated in the Joint Work Regulations
pengelolan SDM. Perseroan telah menetapkan dalam regarding the mechanism and procedure of employee
Peraturan Kerja Bersama mengenai mekanisme dan prosedur complaints so that every employee complaint is handled
keluh kesah pegawai sehingga memastikan bahwa setiap and handled properly. The Company provides services
keluh kesah pegawai tertangani dan dapat diselesaikan directly to employees through the HC Care / Employee
dengan baik. Perseroan menyediakan pelayanan secara Services Center to serve every employee’s needs within
langsung terhadap pegawai melalui HC Care/Employee the scope of employment.
Services Center untuk melayani setiap kebutuhan pegawai
dalam lingkup kepegawaian.

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERKAIT DENGAN TANGGUNG JAWAB KEPADA KONSUMEN
TANGGUNG JAWAB
Corporate Social Responsibility KEPADA
Related To ConsumerKONSUMEN
Responsibilities
Corporate Social Responsibility Related To Consumer Responsibilities


TANGGUNG JAWAB SOSIAL RESPONSIBILITY COMPANY RELATED
PERUSAHAAN TERKAIT KONSUMEN TO CONSUMERS
Perseroan telah menerapkan berbagai program, mencakup The Company has implemented various programs, including
penyediaan ragam produk dan layanan jasa penerbangan the provision of a variety of flight products and services
yang sesuai dengan kebutuhan, berkualitas, layanan that meet the needs, quality, support services that are also
pendukung yang juga beragam, kemudahan akses melalui diverse, ease of access through the provision of conventional
penyediaan jaringan layanan konvensional maupun and e-channel service networks, online real time services
e-channel, layanan real time online disertai penyediaan accompanied by the provision of passenger services in an
layanan penumpang sebagai upaya mengelola kepercayaan effort to manage passenger confidence and satisfaction.
dan kepuasan penumpang.
Selain itu, Perseroan telah mengoptimalkan fasilitas Global In addition, the Company has optimized the Global Contact
Contact Center untuk memudahkan penumpang yang berada Center facility to facilitate passengers who are at home and
di dalam negeri maupun luar negeri untuk memperoleh abroad to obtain better services, including services for social
pelayanan yang lebih baik, termasuk layanan untuk media media to handle complaints and answer passenger questions.
sosial hingga menangani keluhan dan menjawab pertanyaan This service is available all the time at number 0 804 1 807
penumpang. Layanan ini tersedia sepanjang waktu di nomor 807 or 021 2351 9999. Furthermore, the Company has
0 804 1 807 807 atau 021 2351 9999. Lebih lanjut lagi, established and implemented other mechanisms related
Perseroan telah membentuk dan menerapkan mekanisme to consumer protection such as follow-up on complaints,
lain yang berhubungan dengan perlindungan konsumen customer satisfaction surveys, and customer service
seperti tindak lanjut terhadap keluhan, survei kepuasan improvement programs.
pelanggan, dan program peningkatan pelayanan pelanggan.
Bentuk komitmen lain terhadap penjaminan kualitas Another form of commitment to guaranteeing the quality
pelayanan kepada para pelanggan oleh Perseroan juga of service to customers by the Company is also reflected
direfleksikan dalam perolehan sertifikasi Sistem Manajemen in the acquisition of ISO 9001: 2008 Quality Management
Mutu ISO 9001:2008 Pelayanan Haji di mana setiap proses System Certification of Hajj in which each service process
layanan dilakukan melalui serangkaian audit kualitas oleh is carried out through a series of quality audits by the SGS
badan sertifikasi SGS dengan mengacu kepada standar certification body with reference to established quality
manajemen mutu yang ditetapkan. management standards.
TARGET/RENCANA KEGIATAN TARGET / ACTIVITIES OF THE

TANGGUNG JAWAB SOSIAL COMPANY RELATED TO CONSUMER
PERUSAHAAN TERKAIT KONSUMEN SOCIAL RESPONSIBILITY PLAN
Garuda Indonesia mentargetkan untuk terus mempertahankan Garuda Indonesia aims to continue to maintain international
layanan berstandar internasional. Perseroan juga standard services. The company targeting to continuously
mentargetkan untuk terus menerus melakukan perbaikan make improvements and innovation in service management,
dan inovasi dalam manajemen pelayanan, terutama dalam especially in increase customer satisfaction in providing
meningkatkan kepuasan pelanggan dalam memberikan standard flight experience and comfort five stars.
pengalaman dan kenyamanan penerbangan berstandar
bintang lima.
KEGIATAN TANGGUNG JAWAB SOSIAL SOCIAL RESPONSIBILITY ACTIVITIES OF

PERUSAHAAN TERKAIT KONSUMEN THE COMPANY RELATED TO CONSUMERS
Garuda Indonesia sebagai maskapai penerbangan bintang Garuda Indonesia as a five-star airline continues to innovate
lima terus berinovasi terhadap konsep layanan yang secara on the concept of service that can be directly enjoyed by
langsung dapat dinikmati oleh penumpang Garuda. Garuda passengers. In addition to increasing the branding of
Selain meningkatkan branding maskapai penerbangan five-star airlines, Garuda Indonesia also plays an active role
bintang lima, Garuda Indonesia juga berperan aktif dalam in fulfilling its responsibilities to the people of Indonesia.
menunaikan tanggung jawabnya terhadap masyarakat The Company has a commitment to be able to continue to
Indonesia. Perseroan memiliki komitmen untuk dapat terus spread its wings throughout the country. This is a form of
melebarkan sayapnya ke seluruh pelosok negeri. Hal ini Garuda Indonesia’s support for government programs. To
merupakan bentuk dukungan Garuda Indonesia terhadap realize this commitment, Garuda Indonesia has reopened

program pemerintah. Demi terwujudnya komitmen tersebut, the Jakarta-London route. The reopening of this route is
Garuda Indonesia kembali membuka rute Jakarta-London. due to the Company’s courage in exploring the potential
Pembukaan kembali rute ini dikarenakan adanya keberanian target markets of the Australia-Europe region.
Perseroan dalam mengeksplorasi potensi target pasar
kawasan Australia-Eropa.
KESELAMATAN PENUMPANG PASSENGER SAFETY

Terkait aspek keselamatan dan kesehatan konsumen, Regarding consumer safety and health aspects, the Company
Perseroan telah memiliki langkah mitigasi khusus melalui has a special mitigation measure through the application
penerapan Sistem Manajemen Keselamatan (SMS - Safety of a Safety Management System (SMS) in accordance
Management System) sesuai praktik terbaik industri with the best practices of the aviation industry. SMS is a
penerbangan. SMS merupakan pendekatan sistematis systematic and comprehensive approach to managing safety
dan komprehensif untuk mengelola keselamatan di Garuda in Garuda Indonesia. In addition, the Company also has a
Indonesia. Selain itu, Perseroan juga memiliki kebijakan Safety Policy (Safety Policy) to encourage all employees
keselamatan (Safety Policy) untuk mendorong seluruh to actively report potential hazards and events related to
pegawai untuk aktif melaporkan potensi bahaya dan kejadian safety aspects while upholding the principle of propriety. A
terkait aspek keselamatan dengan tetap menjunjung asas more detailed discussion on managing safety risks including
kepatutan. Pembahasan lebih rinci perihal pengelolaan risiko aspects of consumer safety and health can be found in the
keselamatan termasuk aspek keselamatan dan kesehatan Safety Risk Management section of this Annual Report.
konsumen dapat ditemukan pada bagian Pengelolaan Risiko
Keselamatan di Laporan Tahunan ini.
INFORMASI PRODUK DAN LAYANAN PRODUCT AND SERVICE INFORMATION

Dalam rangka mempermudah pelayanan dan akses kepada In order to facilitate services and access to customers, the
pelanggan, Perseroan juga melakukan sosialisasi mengenai Company also conducts socialization regarding products
produk dan layanan termasuk penawaran terbaru melalui: and services including the latest offers through:
1. Website www.garuda-indonesia.com; 1. Website www.garuda-indonesia.com;
2. Garuda Indonesia Mobile App yang tersedia di Apple 2. Garuda Indonesia Mobile App available on Apple Store
Store dan Google Play; and Google Play;
3. Akun media sosial seperti YouTube, Facebook, Twitter, 3. Social media accounts such as YouTube, Facebook,
Instagram, LinkedIn, dan lainnya. Twitter, Instagram, LinkedIn, and others.
LAYANAN PENGADUAN PELANGGAN CUSTOMER COMPLAINTS SERVICE

Perseroan menyediakan berbagai macam akses layanan The Company provides a variety of access services that
yang digunakan untuk memudahkan pelanggan dalam are used to facilitate customers in submitting complaints,
menyampaikan pengaduan, di antaranya: Call Center, Live including: Call Centers, Live Chat, Email, Website, Social
Chat, Email, Website, Media Sosial (Facebook dan Twitter), Media (Facebook and Twitter), Suggestion Forms, Customer
Suggestion Form, Customer Service di Bandara dan Kantor Service at the Airport and Sales Offices. In order to answer
Penjualan. Guna menjawab kebutuhan penumpang mengenai passengers’ needs regarding fast and accurate information,
informasi yang cepat dan akurat, Global Contact Center Garuda Indonesia’s Global Contact Center operates 24
Garuda Indonesia beroperasi selama 24 jam. Penumpang hours. Passengers can easily and quickly obtain services
dapat dengan mudah dan cepat memperoleh layanan sesuai according to their needs ranging from information related
kebutuhan mereka mulai dari informasi terkait produk dan to flight products and services to handling flight service
layanan penerbangan hingga penanganan atas keluhan complaints.
layanan penerbangan.
Pada tahun 2019, jumlah customer feedback yang masuk ke In 2019, the number of customer feedback entering Customer
Customer Care terdiri dari 23% Compliment, 5% Suggestion, Care consisted of 23% Compliment, 5% Suggestion, and
dan 72% Complaint. Semua customer feedback telah 72% Complaint. All customer feedback has been handled
ditangani sesuai dengan Tingkat Layanan (Service Level in accordance with the Service Level Agreement (SLA)
Agreement atau SLA) yang ditentukan oleh Perseroan dan determined by the Company and the customer has received
pelanggan telah memperoleh tanggapan yang akurat dan an accurate and fast response as expected.
cepat sesuai dengan yang diharapkan.

Untuk memastikan kualitas pelayanan pada Layanan To ensure service quality in Customer Complaint Services,
Pengaduan Pelanggan, setiap akses senantiasa dimonitor every access is always monitored and integrated in one
dan terintegrasi dalam satu aplikasi berbasis Cloud. Dengan Cloud-based application. Thus, communication and
demikian, komunikasi dan koordinasi antar unit kerja dapat coordination between work units can run effectively and
berjalan dengan efektif dan efisien sehingga berdampak efficiently so that it has an impact on improving the quality
pada peningkatan kualitas layanan pada Layanan Pengaduan of service on Customer Complaints Services.
Pelanggan.
PENGELOLAAN SUARA PELANGGAN CUSTOMER SOUND MANAGEMENT

(COMPLIMENT, SUGGESTION, (COMPLIMENT, SUGGESTION,
COMPLAINT) COMPLAINT)
Perseroan mengelola suara pelanggan dengan menggunakan The Company manages customer voices by using an
sistem yang terintegrasi, Customer Voice Management integrated system, the Customer Voice Management
System (CVoMS) yang digunakan untuk meningkatkan System (CVoMS) which is used to improve the quality of
kualitas penanganan keluhan pelanggan, penerapan service handling customer complaints, effectively implementing
recovery secara efektif, dan peningkatan kemampuan service recovery, and increasing the ability to map critical
pemetaan titik layanan yang kritikal. Sistem ini membantu service points. This system helps the Company in optimizing
Perseroan dalam melakukan optimalisasi Customer Feedback Customer Feedback Management so that it can make
Management sehingga mampu melakukan langkah strategic and appropriate corrective steps.
perbaikan yang strategis dan tepat.
PENINGKATAN LAYANAN MELALUI SERVICE IMPROVEMENT THROUGH

KANTOR PERWAKILAN REPRESENTATIVE OFFICE
Dalam rangka peningkatan layanan dan akses penumpang, In order to improve service and passenger access, the
Perseroan memiliki kantor perwakilan sebagai bagian dari Company has a representative office as part of a strategic
jaringan penjualan yang strategis. Pada tahun 2019, total sales network. In 2019, the Company’s total branch offices
kantor cabang Perseroan yang meliputi 52 kantor cabang include 52 domestic branches and 108 Sales Offices and 16
domestik dan 108 Sales Office serta 16 kantor cabang international branches and 29 Sales Offices. The Company
internasional dan 29 Sales Office. Perseroan juga secara also consistently encourages increased sales through the
konsisten mendorong peningkatan penjualan melalui Online Sales Partner (OSP) distribution channel which was
channel distribution Online Sales Partner (OSP) yang introduced in 2014. OSP is a partnership that includes a
diperkenalkan tahun 2014. OSP adalah pola kerja sama reservation, inventory and ticketing process that is integrated
yang mencakup proses reservasi, inventory dan ticketing with the Garuda Indonesia system through the Application
yang terintegrasi dengan sistem Garuda Indonesia melalui Programming Interface (API) facility.
fasilitas Application Programming Interface (API).
SURVEI KEPUASAN PELANGGAN CUSTOMER SATISFACTION SURVEY

Garuda Indonesia berhasil memperkokoh posisinya Garuda Indonesia has succeeded in strengthening its position
sebagai ‘Maskapai Bintang 5’ dengan keunggulan layanan as a ‘5-Star Airline’ with international-standard service
berstandar internasional. Reputasi ini tidak hanya diakui excellence. This reputation is not only recognized at the
di tingkat nasional, namun juga telah mendapatkan national level, but also has gained its own in the world
tersendiri di industri penerbangan dunia. Pencapaian aviation industry. This proud achievement for Garuda
membanggakan bagi Garuda Indonesia ini tentunya tidak Indonesia certainly not only represents the achievement of
hanya merepresentasikan pencapaian Perseroan sebagai the Company as a world-class airline, but also represents
maskapai penerbangan kelas dunia, melainkan juga menjadi the success of the concept of “Indonesian Hospitality”
representasi kesuksesan konsep layanan “Indonesian service while at the same time strengthening Indonesia’s
Hospitality” sekaligus memperkuat “Nation Branding” “Nation Branding” in the eyes of the world.
Indonesia di mata dunia.
Oleh karenanya, secara konsisten Garuda Indonesia tidak Therefore, Garuda Indonesia consistently not only strives
hanya berupaya mempertahankan keunggulan tersebut to maintain these advantages but also continuously makes
namun juga terus menerus melakukan perbaikan dan inovasi improvements and innovations in service management,
dalam menajemen pelayanan, utamanya dalam meningkatkan especially in increasing customer satisfaction in providing
kepuasan pelanggan dalam memberikan pengalaman dan experience and comfort in a five-star standard flight.
kenyamanan penerbangan berstandar bintang lima.

Perseroan melaksanakan survei kepuasan pelanggan dengan The Company conducted a customer satisfaction survey
metode Achievement Customer Satisfaction Index (CSI) dan using the Achievement Customer Satisfaction Index (CSI)
Net Promoter Score (NPS) dengan total penumpang yang and Net Promoter Score (NPS) method with the total
mengisi lembar Customer Voice pada Inflight Magazine number of passengers filling the Customer Voice sheet in
(Colours) periode Januari sampai dengan Desember 2019 the Inflight Magazine (Colors) from January to December
sebanyak 33.948 penumpang. Hasil ini dapat dijadikan 2019 totaling 33,948 passengers. This result can be used as
sebagai acuan parameter tingkat kepuasan penumpang a reference parameter for the level of passenger satisfaction
terhadap touch point layanan Garuda Indonesia mulai with Garuda Indonesia service touch points ranging from
dari pre-journey hingga post-journey selama tahun 2019. pre-journey to post-journey during 2019.
Berdasarkan hasil pengukuran sepanjang tahun 2019, tingkat Based on the results of measurements throughout 2019,
kepuasan pelanggan (Customer Satisfaction Index atau CSI) the level of customer satisfaction (Customer Satisfaction
mencapai 86,5 (Satisfied). Pencapaian Indeks Kepuasan Index or CSI) reached 86.5 (Satisfied). The achievement of
Pelanggan ini mencerminkan bahwa konsistensi Perseroan dalam this Customer Satisfaction Index reflects that the Company’s
meningkatkan kualitas layanan membuahkan hasil positif yakni consistency in improving service quality has yielded positive
pelanggan yang merasa puas. Adapun Indeks Kepuasan Pelanggan results, ie satisfied customers. The Customer Satisfaction
ini juga digunakan sebagai tolak ukur untuk menetapkan fokus Index is also used as a benchmark to determine the focus
pengembangan dan strategi Perseroan ke depannya. of the Company’s development and strategy going forward
Tabel Indeks Kepuasan Pelanggan
Tabel of Passenger Satisfaction Indeks Table
Keterangan
2019 2018 2017 2016 2015
Explanation
Indeks Kepuasan Pelanggan

86,5 86,2 86,2 86,1 85,3
Passenger Satisfaction Index
Tabel Tingkat Kepuasan Penumpang Garuda Indonesia

Table of Garuda Indonesia Passenger Satisfaction Level
Mean Satisfaction
Touch Point Attributes
2019 2018
Website Service 4,28 4,26
Pre Journey Call Center Service 4,26 4,24
Sales Office Service 4,27 4,26
Check-in Service 4,49 4,50
Web and Mobile Check-in 4,39 4,39
Customer Service 4,41 4,41
Pre Flight
Executive Lounge GA 4,22 4,18
Boarding Management 4,40 4,36
On Time Performance 4,46 4,32
Cabin Crew Service 4,78 4,76
Cabin Condition (Ambiance and Cleanliness 4,58 4,58
Seat Comfort 4,41 4,42
Lavatory (Cleanliness and Function) 4,47 4,47
In Flight Food and Beverages (Quality and Quantity) 4,22 4,26
In Flight Entertainment (Audio Video) 4,08 4,18
Reading Material 4,09 4,14
Cabin Amenity (Blanket Towel. Pillow, Toilet Kit) 4,38 4,42
In Flight Sales 4,03 4,03
Post Flight Baggage Service 4,31 4,27
Post Journey Loyalty Program (FFP) “Only GarudaMiles Member” 4,27 4,19
Delay Management (if any delay) 4,1 4,01
Specific Focus
Service Recovery (Complaint Handling) 4,16 4,11

Selain melalui Customer Satisfaction Index, Perseroan juga Apart from the Customer Satisfaction Index, the Company
menggunakan Net Promotor Score (NPS) sebagai indikator also uses the Net Promoter Score (NPS) as another indicator
lain mengenai kepuasan pelanggan, dimana angka NPS ini of customer satisfaction, where the NPS number represents
mewakili seberapa besar pelanggan akan merekomendasikan how much the customer will recommend the Company’s
produk atau layanan Perseroan kepada keluarga, kolega, products or services to family, colleagues, or friends. In
atau teman. Pada tahun 2019, Perseroan sendiri selalu 2019, the Company itself always strives to maintain NPS
berupaya untuk menjaga nilai NPS diatas 60%. Pada tahun values above 60%. In 2019, the Company managed to
2019, Perseroan berhasil menjaga nilai NPS sebesar 69,6%. maintain an NPS value of 69.6%.
Tabel Net Promotor Score

Tabel Net Promotor Score
Keterangan
2019 2018 2017 2016 2015
Explanation
Net Promotor Score 69,6% 64,8% 68,5% 67,3% 65,2%
DAMPAK KEGIATAN TANGGUNG IMPACT OF SOCIAL RESPONSIBILITY

JAWAB SOSIAL KEPADA KONSUMEN ACTIVITIES TO CONSUMERS
Penerapan tanggung jawab sosial kepada konsumen The implementation of social responsibility to consumers
di Perseroan berdampak pada peningkatan Customer in the Company has an impact on increasing the Customer
Satisfaction Index di tahun 2019 sebesar 0,3 point dari Satisfaction Index in 2019 by 0.3 points from 2018. The
tahun 2018. Peningkatan hampir terjadi pada semua touch increase occurred almost in all touch points (pre-journey,
point (pre-journey, pre-flight, post-flight, post-journey pre-flight, post-flight, post-journey and specific focus)
dan specific focus) dibandingkan periode sebelumnya, compared to the previous period, while the touch point that
sedangkan touch point yang mengalami penurunan adalah experienced a decline was in-flight. This increase occurred
in-flight. Peningkatan ini terjadi karena Perseroan telah because the Company has implemented various programs,
menerapkan berbagai program, mencakup penyediaan including the provision of a variety of flight products and
ragam produk dan layanan jasa penerbangan yang sesuai services that meet the needs, quality, support services
dengan kebutuhan, berkualitas, layanan pendukung yang that are also diverse, easy access through the provision of
juga beragam, kemudahan akses melalui penyediaan jaringan conventional and e-channel service networks, online real
layanan konvensional maupun e-channel, layanan real time time services accompanied by the provision of services
online disertai penyediaan layanan penumpang sebagai passengers in an effort to manage passenger confidence
upaya mengelola kepercayaan dan kepuasan penumpang. and satisfaction.
SALURAN PENGADUAN TANGGUNG COMPLAINTS ON SOCIAL

JAWAB SOSIAL PERUSAHAAN TERKAIT RESPONSIBILITY OF COMPANY
KONSUMEN RELATED TO CONSUMERS
Perseroan berkomitmen untuk memberikan pelayanan yang The company is committed to providing the best service for
terbaik bagi konsumen. Untuk itu, Perseroan menyediakan consumers. To that end, the Company provides a means for
sarana bagi konsumen untuk menyampaikan saran serta consumers to submit suggestions and complaints for the
keluhan atas pelayanan yang diberikan Perseroan. Konsumen services provided by the Company. Consumers can deliver
dapat menyampaikannya melalui call center, live chat, Email, it through call centers, live chat, Email, Website, Social
Website, Media Sosial (Facebook & Twitter), Suggestion Media (Facebook & Twitter), Suggestion forms, customer
form, customer service di bandara dan di kantor penjualan. service at airports and sales offices.

TANGGUNG JAWAB SOSIAL PERUSAHAAN TERKAIT DENGAN PENGEMBANGAN SOSIAL KEMASYARAKATAN
PENGEMBANGAN SOSIAL KEMASYARAKATAN
Corporate Social Responsibilities Related To Community Social Development
KOMITMEN DAN KEBIJAKAN COMMITMENT AND POLICY OF SOCIAL

TANGGUNG JAWAB SOSIAL RESPONSIBILITY COMPANY SOCIAL
PERUSAHAAN BIDANG DEVELOPMENT SOCIETY
PENGEMBANGAN SOSIAL
KEMASYARAKATAN
Perseroan melakukan pendekatan yang difokuskan pada The Company takes an approach that is focused on
program pemberdayaan sosial kemasyarakatan melalui community social empowerment programs through
program kemitraan dan bina lingkungan untuk masyarakat partnerships and community development programs for
secara umum dan komunitas di daerah operasionalnya secara the community in general and the communities in the
khusus. Adapun pelaksanaan tanggung jawab Perseroan operational areas in particular. The implementation of the
terkait pemberdayaan sosial kemasyarakatan dilakukan Company’s responsibilities related to social empowerment
dengan merujuk pada ketentuan berikut: is carried out by referring to the following provisions:
• Menyalurkan dana kemitraan dan bina lingkungan • Distribute partnership and community development funds
sesuai dengan Peraturan Menteri BUMN No. PER-02/ in accordance with SOE Ministerial Regulation No. PER-
MBU/7/2017 serta Manual PKBL Garuda Indonesia; 02 / MBU / 7/2017 and Garuda Indonesia PKBL Manual;
• Menjalin kerja sama dengan Pemerintah Pusat, Pemda • Establish cooperation with the Central Government,
Tingkat I, Tingkat II, Koordinator BUMN Pembina, Regional Government Level I, Level II, Coordination
BUMN lain, Institusi, dan Lembaga Sosial Masyarakat Coordinator of BUMN, other SOEs, Institutions, and
dalam pelaksanaan Program Kemitraan dan Bina Community Social Institutions in implementing the
Lingkungan; Partnership and Community Development Program;
• Kegiatan Monitoring dan Penagihan kepada mitra • Monitoring and Billing activities for fostered partners
binaan yang dikategorikan macet lebih ditingkatkan which are categorized as traffic jams are more enhanced
dan monitoring bantuan bina lingkungan; and monitoring of environmental development assistance;
• Program-program PKBL dan CSR fokus pada wilayah • PKBL and CSR programs focus on areas in operational
yang berada di daerah operasional sebagai bentuk areas as a form of Garuda Indonesia’s responsibility
tanggung jawab Garuda Indonesia terhadap dampak for the impact of its business;
dari bisnis yang dijalankannya;
• Meningkatkan peran Branch Office Garuda dalam • Increase the role of the Garuda Branch Office in the
pelaksanaan program PKBL dan CSR karena memiliki implementation of the PKBL and CSR programs because
kearifan local tentang wilayah masing-masing. they have local wisdom about their respective regions.
Garuda Indonesia memperkenalkan tajuk “Garuda Garuda Indonesia introduced the heading “Garuda Indonesia
Indonesia Peduli” sejak tahun 2012 dalam menjalankan Cares” since 2012 in carrying out its commitment to
komitmen pelaksanaan tanggung jawab sosial (TJSL) yang implementing social responsibility (TJSL) designed to
dirancang untuk mendukung perkembangan masyarakat dan support community development and environmentally
pembangunan berwawasan lingkungan yang berkelanjutan. sustainable development. The programs that are carried
Program-program yang dijalankan disinergikan dengan out are synergized with government programs, and other
program pemerintah, dan institusi lainnya baik domestik institutions, both domestic and international in the field
maupun internasional pada bidang Ekonomi, Sosial dan of Economy, Social and Environment consistently and
Lingkungan secara konsisten dan berkesinambungan. continuously. In addition to TJSL, Garuda Indonesia Cares
Selain TJSL, Garuda Indonesia Peduli juga meliputi Program also includes the Partnership and Community Development
Kemitraan dan Bina Lingkungan (PKBL), terutama berkaitan Program (PKBL), especially related to the role of the Company
dengan peran Perseroan sebagai Badan Usaha Milik Negara as a State-Owned Enterprise (BUMN).
(BUMN).
ISU-ISU SOSIAL YANG RELEVAN SOCIAL ISSUES RELEVANT WITH THE

DENGAN PERSEROAN COMPANY
Sebagai Perseroan yang bergerak dalam bidang jasa As a company engaged in the field of air transportation
transportasi udara, isu-isu sosial yang relevan dengan services, social issues that are relevant to Garuda Indonesia
Garuda Indonesia terutama yang terkait dengan isu are mainly related to environmental and tourism issues.
lingkungan dan pariwisata. Garuda Indonesia senantiasa Garuda Indonesia is always working to reduce the impact
berupaya mengurangi dampak terhadap lingkungan yang on the environment produced by the aviation industry
dihasilkan oleh industri penerbangan melalui pengoperasian through the operation of environmentally sound aircraft
pesawat yang berwawasan lingkungan yang bertujuan that aim to reduce emissions and waste levels, save energy
untuk menurunkan tingkat emisi dan limbah, menghemat and other natural resources, and implement the “More

penggunaan energi serta sumber daya alam lainnya, serta Passengers More Trees” program or one of the headlines
melaksanakan program “More Passengers More Trees” Garuda Indonesia Care for the Environment program, which
atau salah satu tajuk program Garuda Indonesia Peduli through this program, the Company has planted 317,983
Lingkungan, yang mana melalui program ini, Perseroan trees spread throughout Indonesia until 2019. The company
telah menanam 317.983 pohon yang tersebar di seluruh has also implemented a hybrid program that brings together
Indonesia hingga tahun 2019. Perseroan juga melaksanakan elements of nature conservation and tourism, namely the
program hybrid yang menyatukan unsur pelestarian alam dan Ecobird Birdwatching Program in Papua.
pariwisata, yaitu Program Ecobird Birdwatching di Papua.
Disamping itu, adanya sejumlah bencana alam yang In addition, a number of natural disasters that occurred in
terjadi di tahun 2019 juga mempengaruhi implementasi 2019 also affected the implementation of Garuda Indonesia
TJSL Garuda Indonesia, yang mendorong terlaksananya TJSL, which encouraged the implementation of aid programs
program-program bantuan korban bencana alam terutama for victims of natural disasters, especially the Ambon
bencana Gempa Ambon, bencana Tsunami Lebak, Kebakaran earthquake, the Lebak Tsunami, the Banjarmasin Forest
Hutan Banjarmasin, Pontianak, Palangkaraya, Balikpapan, Fire, Palangkaraya, Balikpapan, Pekanbaru and Pekanbaru.
Pekanbaru dan Samarinda, serta kerusuhan di Sorong dan Samarinda, as well as riots in Sorong and Jayapura.
Jayapura.
RISIKO SOSIAL YANG DIKELOLA SOCIAL RISK MANAGED BY THE

PERSEROAN COMPANY
Perseroan telah mengidentifikasi risiko yang dihadapi The Company has identified risks faced in corporate
pada kegiatan tanggung sosial perusahaan terkait dengan social responsibility activities related to social community
pengembangan sosial kemasyarakatan meliputi risiko development including the risk of misuse of assistance and
penyalahgunaan bantuan dan risiko kesalahan dalam the risk of errors in the distribution of aid and the risk of
penyaluran bantuan dan risiko pada ketidakabsahan pada invalidity in aid proposals. Therefore, Garuda conducted
proposal bantuan. Oleh karena itu, Garuda melakukan a survey in assessing the feasibility of the proposal,
survei dalam menilai kelayakan proposal tersebut, antara among others to monitor the object of assistance and the
lain untuk memantau obyek bantuan dan kelayakan jumlah appropriateness of the amount of assistance to be provided,
bantuan yang akan diberikan, serta melakukan monitoring as well as to conduct monitoring both before, at the time
baik sebelum, pada saat penyerahan maupun setelah of delivery and after the provision of assistance.
pemberian bantuan tersebut.
LINGKUP DAN PERUMUSAN SCOPE AND FORMULATION OF

TANGGUNG JAWAB SOSIAL BIDANG SOCIAL RESPONSIBILITY, SOCIAL AND
PENGEMBANGAN SOSIAL DAN COMMUNITY DEVELOPMENT
KEMASYARAKATAN
Lingkup dan perumusan tanggung sosial perusahaan The scope and formulation of corporate social responsibility
terhadap pengembangan sosial kemasyarakatan secara towards social development in general covers the economic,
umum meliputi bidang ekonomi, sosial dan lingkungan. social and environmental fields. In terms of PKBL, the scope
Dari segi PKBL, ruang lingkupnya sesuai dengan PER-02/ is in accordance with PER-02/MBU/7/2017 including:
MBU/7/2017 meliputi:
• Program Kemitraan: Sektor Pertanian, Industri, Jasa, • Partnership Programs: Agriculture, Industry, Services,
Perkebunan, Perdagangan, Peternakan, Perikanan; Plantation, Trade, Livestock, Fisheries Sector;
• Bina Lingkungan: Sektor Pendidikan, Pelestarian Alam, • Community Development: Education Sector, Nature
Kesehatan, Bencana Alam, Sarana Ibadah, Pra-Sarana Conservation, Health, Natural Disasters, Worship
dan Sarana Umum, Bantuan sosial kemasyarakatan Facilities, Pre-Facilities and Public Facilities, Community
dalam rangka Pengentasan Kemiskinan. social assistance in the context of Poverty Alleviation.

TARGET/RENCANA KEGIATAN TARGET / ACTIVITIES PLAN FOR SOCIAL

TANGGUNG JAWAB SOSIAL RESPONSIBILITY COMPANY FIELD
PERUSAHAAN BIDANG SOCIAL DEVELOPMENT
PENGEMBANGAN SOSIAL
KEMASYARAKATAN
Sebagai perusahaan yang bagian dari masyarakat, Garuda As a company that is part of the community, Garuda
Indonesia senantiasa menyelaraskan kehadiran dan kegiatan Indonesia always harmonizes the presence and business
usahanya di tengah masyarakat. Oleh karena itu, Garuda activities in the community. Therefore, Garuda Indonesia is
Indonesia berkomitmen untuk terus menjalankan program committed to continuing to run community development and
pengembangan dan pemberdayaan masyarakat agar dapat empowerment programs in order to achieve an independent
mencapai masyarakat yang mandiri dan sejahtera. and prosperous community.
KEGIATAN DAN DAMPAK TANGGUNG ACTIVITIES AND IMPACTS OF THE

JAWAB SOSIAL PERUSAHAAN SOCIAL RESPONSIBILITIES OF THE
BIDANG PENGEMBANGAN SOSIAL SOCIAL DEVELOPMENT COMMUNITY
KEMASYARAKATAN
Inisiatif pengembangan sosial dan kemasyarakatan The social and community development initiatives
yang dilaksanakan Perseroan pada tahun 2019 memiliki implemented by the Company in 2019 have a wide scope
cakupan yang luas mulai dari pengembangan kearifan ranging from the development of local wisdom, improving
lokal, peningkatan kualitas pendidikan, pemberian bantuan the quality of education, providing health assistance, and
kesehatan, dan peningkatan sarana umum. Program- improving public facilities. The programs that are carried out
program yang dijalankan dinaungi dalam sebuah konsep are sheltered in a main concept namely the Garuda Indonesia
utama yakni Program Garuda Indonesia Peduli yang meliputi Care Program which covers the Environment, Community
Lingkungan, Perekonomian Masyarakat, dan Pembinaan Economy, and Community and Environmental Coaching.
Masyarakat dan Lingkungan.
GARUDA INDONESIA PEDULI GARUDA INDONESIA CARE

Melalui konsep “Garuda Indonesia Peduli”, Perseroan Through the concept of “Garuda Indonesia Cares”, the
mewujudkan komitmen untuk melaksanakan tanggung jawab Company embodies its commitment to carrying out social
sosial yang dapat mendukung perkembangan masyarakat responsibilities that can support community development
dan pembangunan. Program-program yang dijalankan and development. The programs that are run are synergized
disinergikan dengan program Pemerintah dan institusi with Government programs and other institutions.
lainnya.
PROGRAM GARUDA PEDULI PEREKONOMIAN GARUDA PROGRAM CARES FOR COMMUNITY

MASYARAKAT ECONOMY
Perseroan sejak tahun 1992 mulai melaksanakan Program Since 1992 the Company began implementing the Partnership
Kemitraan, yakni program untuk meningkatkan kemampuan Program, a program to improve the ability of small businesses
usaha kecil agar menjadi tangguh dan mandiri. Program to become resilient and independent. The Partnership Program
Kemitraan dilaksanakan melalui dua kegiatan utama, is implemented through two main activities, namely the
yaitu Penyaluran Dana Pinjaman Kemitraan kepada mitra Distribution of Partnership Loan Funds to the fostered partners
binaan dan Pembinaan mitra binaan. Pada tahun 2019 and the fostering of the fostered partners. In 2019 alone,
saja, Perseroan berhasil menyeleksi dan membina 15 mitra the Company successfully selected and fostered 15 new
binaan baru, yang terdiri atas mitra binaan pengrajin tenun/ fostered partners, consisting of weaving / songket (Sambas
songket (Sambas dan Klungkung), kerajinan perak (Celug), and Klungkung) craftsmen, silver handicrafts (Celug),
koperasi (Primkopti) penghasil tempe, kerajinan plastik daur cooperatives (Primkopti) producing tempe, recycled plastic
ulang (Tangerang), peternakan sapi (Cianjur), Kerajinan crafts (Tangerang), cattle breeding (Cianjur), glass crafts (solo)
kaca (solo) dan penghasil abon sapi (Cianjur). and shredded cattle producer (Cianjur).

Melalui program Pembinaan Kemitraan, Perseroan Through the Partnership Coaching program, the company
melaksanakan beberapa kegiatan pameran, yang bertujuan carries out a number of exhibition activities, which aim
untuk meningkatkan exposure produk mitra binaan kepada to increase the exposure of fostered partner products to
target pasar yang potensial. Kegiatan pembinaan yang telah potential target markets. Coaching activities that have been
dilaksanakan pada tahun 2019 sebagai berikut: carried out in 2019 are as follows:
Tabel Program Kemitraan (Pembinaan) Tahun 2019

Table of Partnership Programs (Coaching) in 2019
Pameran Mitra Binaan
Kegiatan Exhibition Fostered Partner
No
Activity
Waktu | Time Lokasi | Location Nama | Name Wilayah | Area Produk | Product
1 Adiwastra 20-24 Maret 2019 Jakarta Convention - Suteja Silver - Bali - Kerajinan Perak
Nusantara 2019 March 20-24, 2019 Center - Bintang Timur - Bali - Kerajinan Songket dan Tenun
- Puti Sariau - Padang - Kerajinan Songket dan Tenun
- Melati Songket - Sambas - Kerajinan Songket dan Tenun
- Prisha Craft - DI Yogyakarta - Kerajinan Interior Craft
- Silver Craft
- Songket and Weaving Crafts
- Interior Craft Craft
2 Bazaar Ramadhan 22-24 Mei 2019 Garuda City Center - Kosambi Gordyn - Tangerang - Perlengkapan Rumah Tangga
2019 May 22-24, 2019 - ST 11 Cookies - Tangerang - Makanan Kering
- Lumintu - Tangerang - Kerajinan Daur Ulang
- Sahabat Alam - Tangerang - Kerajinan Eceng Gondok
- Household equipment
- Dried food
- Recycled Crafts
- Water Hyacinth Crafts
3 DhawaFest Pesona 8-10 Mei 2019 Gedung Dhanapala - Dian’s Songket - Bali - Kerajinan Songket dan Tenun
2019 May 8-10, 2019 - Songket and Weaving Crafts
4 Kriyanusa 2019 11-15 September 2019 Balai Kartini - Hanggar Warna Tangan - Tangerang - Aksesoris Penerbangan
September 11-15, 2019 - Flight Accessories
5 Nusantara Expo 10-14 Desember 2019 Pantai Gandoriah, - Puti Sariau - Padang - Kerajinan Songket dan Tenun
2019 December 10-14, 2019 Padang - Putra Bungsu - Padang - Kerajinan Songket dan Tenun
Akumulasi Penyaluran Pinjaman Kemitraan Berdasarkan The accumulation of Partnership Loans by Sector by 2019
Sektor Hingga Tahun 2019 yang dilakukan Perseroan by the company is as follows:
Sektor Akumulasi 2019 Komposisi
Sector Accumulated 2019 Composition
Industri
17.982.225.000 29,49%
Industry
Perdagangan
4.246.500.000 6,96%
Trading
Pertanian
31.209.383.543 51,18%
Agriculture
Perkebunan
3.030.000.000 4,97%
Plantation
Peternakan
717.180.000 1,18%
Animal husbandry
Perikanan
1.940.000.000 3,18%
Fishery
Jasa
1.851.500.000 3,04%
Services
TOTAL 60.976.788.543 100,00%

PROGRAM GARUDA INDONESIA PEDULI INDONESIAN GARUDA PROGRAM CARES FOR

PENGEMBANGAN SOSIAL KEMASYARAKATAN COMMUNITY SOCIAL DEVELOPMENT (TJSL
(TJSL DAN BINA LINGKUNGAN) AND ENVIRONMENTAL DEVELOPMENT)
KELAS KREATIF CREATIVE CLASSES

Garuda Indonesia melaksanakan program Kelas Kreatif, Garuda Indonesia operates a Creative Class program, which
yaitu sebuah kegiatan edukasi kepada generasi muda yang is an educational activity for young people consisting of
terdiri atas relawan komunitas, siswa dan siswi sekolah community volunteers, high school and high school students,
tingkat SMA, mahasiswa serta penyandang disabilitas, students and people with disabilities, which aims to increase
yang bertujuan untuk meningkatkan produktivitas, productivity, broaden horizons and train young people
memperluas wawasan dan melatih generasi muda as agents of national development, especially related to
sebagai agen pembangunan bangsa, khususnya terkait the sustainability of national development. The company
dengan kesinambungan pembangunan bangsa. Perseroan implemented the Garuda Indonesia Care Education Program
melaksanakan Program Garuda Indonesia Peduli Pendidikan through Creative Classes in two cities, namely Lombok, NTB
melalui Kelas Kreatif di dua kota, yaitu Lombok, NTB dan and Central Jakarta, DKI Jakarta in 2019. Themes carried
Jakarta Pusat, DKI Jakarta pada tahun 2019. Tema yang out in Creative Class activities in Lombok were Public
diusung dalam kegiatan Kelas Kreatif di Lombok adalah Speaking, Journalism, Entrepreneurship, Counseling and
Public Speaking, Jurnalistik, Kewirausahaan, Penyuluhan Tourism Awareness Training . While the topic in activities
dan Pelatihan Sadar Wisata. Sementara topik dalam kegiatan in Jakarta focused on the movement to reduce plastic and
di Jakarta difokuskan kepada gerakan mengurangi plastik food waste, where its use increased significantly in the
dan sampah makanan, di mana penggunaanya meningkat month of Ramadan.
secara signifikan pada bulan Ramadan.
PELATIHAN MAGANG KEPADA PENYANDANG INTERNAL TRAINING TO DOWN DOWN SYNDROME

DOWN SYNDROME
Garuda Indonesia mendorong upaya kemandirian masyarakat Garuda Indonesia encourages the independence efforts
penyandang down syndrome dengan memberikan of people with Down syndrome by providing job training
kesempatan pelatihan kerja bagi penyandang down opportunities for people with Down syndrome. Through
syndrome. Melalui sinergi TJSL Garuda Indonesia dengan the synergy of Garuda Indonesia TJSL with the Garuda
Garuda Indonesia Training Center dan Yayasan Persatuan Indonesia Training Center and the Foundation for Down
Orangtua Anak Down Syndrome (POTADS), Garuda Syndrome Parents’ Children (POTADS), Garuda Indonesia
Indonesia memberikan kesempatan kerja magang bagi 4 provides internship opportunities for 4 (four) people with
(empat) penyandang down syndrome. Mereka mengikuti Down syndrome. They follow the work practices in the field
praktik kerja di bidang layanan dan hospitality dengan of service and hospitality by accompanying Passengers
mendampingi Passengers Service Asisstance (PSA) yang Service Assistance (PSA) who are in charge of the premium
bertugas di area premium check-in keberangkatan domestik check-in area for domestic and international departures. By
maupun internasional. Dengan memberikan kesempatan giving equal opportunities to people with Down Syndrome
yang sama kepada penyandang Down Syndrome seperti like other employees, they can encourage them to be more
pegawai lainnya, dapat mendorong mereka untuk menjadi productive, enthusiastic, and confident in working in the
lebih produktif, antusias, dan percaya diri dalam bekerja community.
di lingkungan masyarakat.
EKOWISATA BIRDWATCHING BIRDWATCHING ECOTOURISM

Sebagai upaya meningkatkan kepedulian masyarakat In an effort to increase public awareness of environmental
terhadap pelestarian lingkungan hidup, mengurangi dampak preservation, reduce the ecological impact of humans on
ekologis manusia terhadap bumi, serta ikut terlibat aktif the earth, and be actively involved in developing ecotourism
dalam mengembangkan ekowisata dan perekonomian and the economy of the community in the Bukit Isyo area,
masyarakat di daerah Bukit Isyo, Rhepang Muaif, Garuda Rhepang Muaif, Garuda Indonesia supports the Birdwatching
Indonesia mendukung program Ekowisata Birdwatching Ecotourism program in Bukit Isyo, Rhepang Muaif, Papua.
di Bukit Isyo, Rhepang Muaif, Papua.

Dukungan dan komitmen Perusahaan untuk program The Company’s support and commitment to the ecotourism
pengembangan ekowisata ini diwujudkan dalam bentuk development program is manifested in the form of
pembangunan infrastruktur sarana dan prasarana dua unit infrastructure development of facilities and infrastructure
homestay yang berlokasi di daerah pengembangan ekowisata of two homestay units located in the ecotourism development
serta pelatihan pengembangan kapasitas kelompok yang area and group capacity building training in the form of
berupa pelatihan pengelolaan homestay bagi kelompok homestay management training for local community groups.
masyarakat setempat. Pembangunan sarana dan prasarana The construction of facilities and infrastructure for the two
dua unit homestay yang merupakan tahapan pertama homestay units, which are the first stages of infrastructure
pembangunan dan pengembangan infrastruktur dari rencana development and development of the program work plan,
kerja program dilakukan selama empat bulan di awal tahun. were carried out for four months at the beginning of the year.
Selain itu, pelatihan pengembangan kapasitas kelompok In addition, capacity building training for local indigenous
anggota masyarakat adat setempat untuk pengelolaan community group members for homestay management was
homestay dilakukan selama lima bulan sebagai bagian carried out for five months as part of a work plan carried
dari rencana kerja yang dilaksanakan secara bersamaan out simultaneously with infrastructure development.
dengan pembangunan infrastruktur.
PROGRAM BUMN HADIR UNTUK NEGERI BUMN PRESENT FOR COUNTRY PROGRAM
SISWA MENGENAL NUSANTARA (SMN) STUDENTS KNOW ARCHIPELAGO (SMN)

Program “SMN” diikuti oleh Pelajar Tingkat SMA dan The “SMN” program is participated in by high school and
sederajat melalui proses seleksi di setiap provinsi dengan equivalent students through a selection process in each
tujuan untuk menumbuhkan dan memupuk rasa kebangsaan province with the aim of fostering and fostering a sense
berbangsa dan bertanah air Indonesia kepada generasi of nationality and Indonesian homeland for young people
muda melalui pertukaran pelajar dari satu provinsi ke through the exchange of students from one province to
provinsi lainnya. Keragaman kekayaan Nusantara dan another. The diversity of the Archipelago’s wealth and
potensi daerah diperkenalkan melalui interaksi langsung regional potential is introduced through direct interaction of
siswa dengan komponen pemerintahan dan masyarakat students with the government and community components
yang dikunjungi. visited.
Pada tahun 2019, Perseroan melakukan pertukaran pelajar In 2019, the Company exchanged high school / vocational
Siswa/Siswi SMA/SMK, SLB, dan Guru teladan yang berasal high school, vocational high school, and model teacher
dari provinsi Kalimantan Tengah ke provinsi tujuan yaitu students from Central Kalimantan province to the destination
Sumatera Selatan. Aktivitas yang dilakukan diantaranya province, South Sumatra. Activities undertaken include
Seminar Wawasan Kalimantan Tengah, Kampanye Peduli the Central Kalimantan Insights Seminar, the Waste
Sampah, Kunjungan ke Yayasan Borneo Orang Utan Survivor Management Campaign, a visit to the Borneo Orang Utan
(BOSF), dan Wawasan Entrepreneurship dengan kunjungan Survivor Foundation (BOSF), and Entrepreneurship Insights
ke RKB Pertamina. with a visit to Pertamina’s RKB.

Pada tahun 2019, Perseroan telah melaksanakan berbagai In 2019, the Company has implemented various TJSL
Program TJSL. Berikut ini adalah Highlight Program TJSL Programs. Following are the Garuda Indonesia TJSL
Garuda Indonesia tahun 2019: Highlights in 2019:
Keterangan Lokasi
Program
Description Location
Kelas Kreatif < GA Eco-Friendly > di Halal Park

Jakarta
<GA Eco-Friendly> Creative Class at Halal Park
Pendidikan Kelas Kreatif peningkatan kualitas generasi muda dalam menyongsong globalisasi
NTB
Education Creative Classes improve the quality of young people in facing globalization
Pelatihan tenaga magang untuk penyandang Down Syndrome
Banten
Apprenticeship training for people with Down Syndrome
Rehabilitasi lahan kritis Danau Toba Sumatera Utara
Pelesatarian Alam Rehabilitation of Lake Toba’s critical land North Sumatra
Nature Reservation Ekowisata Birdwatching di Rhepang Muaif, Nimbokrang
Papua
Birdwatching Ecotourism in Rhepang Muaif, Nimbokrang
Bantuan masker untuk korban kebakaran hutan Kalimantan dan Kepulauan Riau
Masks for victims of forest fires Kalimantan and Kepulauan Riau
Bantuan gempa Ambon
Maluku
Bencana Alam Ambon earthquake relief
Natural Disaster Bantuan sembako untuk korban Tsunami
Banten
Food aid for Tsunami victims
Bencana gempa Sorong
Papua
Sorong earthquake disaster
Kalimantan Tengah
Safari Ramadhan 1440 H
Central Kalimantan
Sarana Ibadah Pembangunan Masjid Sriwedari, Surakarta Jawa Tengah
Worship Facility Construction of the Sriwedari Mosque, Surakarta Central Java
Renovasi Masjid An Nur di Malang Jawa Timur
An Nur Mosque Renovation in Malang East Java
Santunan anak jalanan dan tidak mampu dalam rangka HUT GA Sulawesi Selatan dan Banten
Compensation for street children and not able to celebrate GA anniversary South Sulawesi and Banten
Program 1 juta sembako BUMN Banten, Jakarta dan Papua Barat
Sosial Kemasyarakatan The 1 million BUMN basic food program Banten, Jakarta and Papua West
Social Community
Jawa Barat, Jawa Tengah, Jawa
Mudik gratis BUMN Timur, DIY dan Lampung
BUMN free homecoming West Java, Central Java, Java
East, DIY and Lampung
Seminar “We Say No to Drugs” bersama Dr. Aisah Dahlan
Banten
“We Say No to Drugs” Seminar with Dr. Aisah Dahlan
Kesehatan
Donor Darah Garuda Indonesia Group
Banten
Garuda Indonesia Blood Donor Group

BIAYA YANG DIKELUARKAN COSTS EXPENDED RELATED TO SOCIAL

TERKAIT TANGGUNG JAWAB SOSIAL RESPONSIBILITY FOR THE SOCIAL
BIDANG PENGEMBANGAN SOSIAL DEVELOPMENT OF COMMUNITIES
KEMASYARAKATAN
Sepanjang tahun 2019, Garuda Indonesia mengeluarkan Throughout 2019, Garuda Indonesia spent Rp7,430,268,757
biaya sebesar Rp7.430.268.757 untuk menjalankan to carry out various activities related to social and community
berbagai kegiatan yang berkaitan dengan program sosial programs. The number increased by 39.51% from the
dan kemasyarakatan. Jumlah tersebut meningkat sebesar previous year. The details regarding the distribution funds for
39,51% dari tahun sebelumnya. Adapun rincian mengenai TJSL activities related to social and community development/
dana penyaluran kegiatan TJSL terkait pengembangan Garuda Indonesia Care are as follows:
sosial dan kemasyarakatan/Garuda Indonesia Peduli adalah
sebagai berikut:
Tabel Penyaluran PKBL dan CSR 2019

Distribution of PKBL and CSR 2019
Keterangan
2019 2018
Information
CSR 3.912.484.247 1.828.641.582

Pinjaman Kemitraan
1.775.000.000 705.000.000
Partnership Loans
Pembinaan Kemitraan
455.741.100 457.970.500
Partnership Coaching
Bina Lingkungan
1.287.043.410 2.334.464.862
Community Development
Jumlah | Total 7.430.268.757 5.326.076.944
SALURAN PENGADUAN DI COMPLAINTS CHANNEL IN THE SOCIAL

BIDANG PENGEMBANGAN SOSIAL DEVELOPMENT COMMUNITY
KEMASYARAKATAN
Sebagai bentuk tanggung jawab sosial perusahaan yang As a form of corporate social responsibility relating to
berkaitan dengan lingkungan hidup, Garuda Indonesia the environment, Garuda Indonesia make it easy for the
memberikan kemudahan bagi masyarakat untuk community to submit suggestions or complaints. The
menyampaikan saran atau keluhan. Keluhan tersebut complaint can be delivered via call centers, live chat, Email,
dapat disampaikan melalui call center, live chat, Email, Website, Social Media (Facebook & Twitter), Suggestion
Website, Media Sosial (Facebook & Twitter), Suggestion forms, customer service at the airport and sales office.
form, customer service di bandara dan di kantor penjualan.


Laporan Keuangan
Financial Report
LAPORAN KEUANGAN
08 Financial Report
LAPORAN KEUANGAN
588
Financial Report
REFERENSI PERATURAN OJK
712
OJK Reference
KRITERIA ANNUAL REPORT AWARD
725
Annual Report Award Criteria
Laporan Keuangan
Financial Report
PT GARUDA INDONESIA (PERSERO) Tbk

DAN ENTITAS ANAK/AND SUBSIDIARIES
LAPORAN KEUANGAN KONSOLIDASIAN/
CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2019, 2018 DAN 1 JANUARI 2018

DAN UNTUK TAHUN YANG BERAKHIR
31 DESEMBER 2019 DAN 2018/
31 DECEMBER 2019, 2018 AND 1 JANUARY 2018

AND FOR THE YEARS ENDED
31 DECEMBER 2019 AND 2018

Laporan Keuangan
Financial Report

Lampiran 1/1 Schedule
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS

KONSOLIDASIAN OF FINANCIAL POSITION
Laporan Keuangan
Financial Report
31 DESEMBER 2019, 2018 AS AT 31 DECEMBER 2019, 2018

DAN 1 JANUARI 2018 AND 1 JANUARY 2018
(Dinyatakan dalam Dolar AS, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
Catatan/
Notes 31/12/2019 31/12/2018*) 01/01/2018*)
ASET ASSETS

Kas dan setara kas 2f, 2h, 4 299,348,853 253,074,999 305,717,850 Cash and cash equivalents
Kas yang dibatasi penggunaannya 2f, 2h, 46 5,651,945 569,923 1,201,095 Restricted cash
Piutang usaha 2i, 5 Trade receivables
Pihak berelasi 13,884,667 63,702,313 7,738,669 Related parties
Pihak ketiga 235,971,750 222,795,921 174,683,076 Third parties
Tagihan bruto kepada Gross receivable from
pelanggan 98,633,447 123,119,089 46,828,343 customers
Piutang lain-lain 2f, 2i, 6 37,666,598 16,694,815 42,993,404 Other receivables
Persediaan 2j, 7 167,744,331 148,889,021 108,551,047 Inventories
Uang muka dan beban Advances and prepaid
dibayar di muka 8 249,803,162 226,885,187 249,279,058 expenses
Pajak dibayar di muka 2y, 9 Prepaid taxes
Pajak penghasilan badan 11,761,518 15,300,558 17,874,395 Corporate income taxes
Pajak lain-lain 13,426,262 8,913,300 9,270,020 Other taxes
Total aset lancar 1,133,892,533 1,079,945,126 964,136,957 Total current assets

Dana cadangan pemeliharaan Maintenance reserve fund
dan uang jaminan 2f, 10 1,731,560,436 1,666,138,746 1,506,626,547 and security deposits
Advances for purchase
Uang muka pembelian pesawat 2f, 11 183,026,120 172,007,581 172,590,300 of aircraft
Investasi pada entitas asosiasi 2k, 12 23,945,705 673,004 511,344 Investment in associates
Properti investasi 2l, 13 83,957,127 81,155,552 67,433,865 Investment properties
Aset pajak tangguhan 2y, 9 85,066,368 125,685,183 69,511,409 Deferred tax assets
Aset tetap - bersih 2m, 14 1,143,600,991 936,864,500 900,657,607 Fixed assets - net
Aset takberwujud 2q, 15 738,387 1,476,348 3,424,645 Intangible assets
Beban tangguhan 2r 598,608 1,130,829 1,210,992 Deferred charges
Aset tidak lancar lain-lain 2f, 16 69,289,499 90,397,934 54,583,757 Other non-current assets
Total aset tidak lancar 3,321,783,241 3,075,529,677 2,776,550,466 Total non-current assets
TOTAL ASET 4,455,675,774 4,155,474,803 3,740,687,423 TOTAL ASSETS
*)
Disajikan kembali, lihat Catatan 54. *)
As restated, see Note 54.
Catatan atas laporan keuangan konsolidasian merupakan bagian The accompanying notes to the consolidated financial statements form an
yang tidak terpisahkan dari laporan keuangan konsolidasian. integral part of these consolidated financial statements.


Catatan/
Notes 31/12/2019 31/12/2018*) 01/01/2018*)
LIABILITAS DAN EKUITAS LIABILITIES AND EQUITY

Pinjaman jangka pendek 2f, 17 984,853,063 1,047,132,765 868,378,784 Short-term loans
Utang usaha Trade payables
Pihak berelasi 2f, 18 428,233,049 257,546,118 95,136,627 Related parties
Pihak ketiga 258,239,267 217,326,787 142,991,795 Third parties
Liabilitas anjak piutang 2f, 19 54,570,560 109,780,236 - Factoring liabilities
Utang lain-lain 2f, 20 45,890,412 122,671,648 43,412,813 Other payables
Utang pajak 2y, 9 Taxes payable
Pajak penghasilan badan 1,500,235 470,555 4,962,676 Corporate income taxes
Pajak lain-lain 136,085,178 54,785,573 44,736,078 Other taxes
Akrual 2v, 21 236,284,494 235,211,525 202,761,501 Accruals
Pendapatan diterima dimuka 2w, 2x, 22 200,141,599 259,933,261 253,439,521 Unearned revenue
Uang muka diterima 106,982,911 76,081,320 36,963,563 Advances received
Liabilitas jangka panjang yang Current maturities of
jatuh tempo dalam satu tahun: long-term liabilities:
Pinjaman jangka panjang 2f, 24 141,779,239 25,536,141 64,001,397 Long-term loans
Liabilities for employee
Liabilitas imbalan kerja 2u, 28 14,858,629 10,450,074 11,549,018 benefits
Liabilitas sewa pembiayaan 2o, 25 52,533,237 66,681,711 13,801,586 Finance lease liabilities
Liabilitas estimasi biaya Estimated liability for
pengembalian dan aircraft return and
pemeliharaan pesawat 2v, 26 70,990,245 56,067,107 18,045,272 maintenance costs
Utang obligasi 2t, 27 498,996,741 496,845,180 147,320,207 Bonds payable
Pinjaman efek beragun Asset-backed
aset 2f, 23 25,897,408 24,876,000 - securitisation loan
Total liabilitas jangka pendek 3,257,836,267 3,061,396,001 1,947,500,838 Total current liabilities

Liabilitas jangka panjang - setelah
dikurangi bagian yang jatuh Long-term liabilities - net of
tempo dalam satu tahun: current maturities:
Pinjaman jangka panjang 2f, 24 1,597,426 77,536,546 60,355,645 Long-term loans
Pinjaman efek beragun Asset-backed
aset 2f, 23 77,692,229 99,504,000 - securitisation loan
Liabilitas sewa pembiayaan 2o, 25 35,340 168,387 66,893,867 Finance lease liabilities
Liabilitas estimasi biaya Estimated liability for
pengembalian dan aircraft return and
pemeliharaan pesawat 2v, 26 241,281,636 124,895,098 101,346,802 maintenance cost
Utang obligasi 2t, 27 - - 494,707,567 Bonds payable
Liabilitas pajak tangguhan 2y, 9 939,520 788,664 1,685,345 Deferred tax liabilities
Liabilities for employee
Liabilitas imbalan kerja 2u, 28 107,396,582 110,056,816 121,685,772 benefits
Liabilitas tidak lancar lainnya 2f, 29 48,273,883 41,322,735 45,752,730 Other non-current liabilities
Total liabilitas jangka panjang 477,216,616 454,272,246 892,427,728 Total non-current liabilities
Total liabilitas 3,735,052,883 3,515,668,247 2,839,928,566 Total liabilities
*) Disajikan kembali, lihat Catatan 54. *)



Laporan Keuangan
Financial Report

Catatan/
Notes 31/12/2019 31/12/2018*) 01/01/2018*)
EKUITAS EQUITY
Share capital - Rp459 par
Modal saham - nilai nominal value per share for
Rp459 per saham untuk saham Series A Dwiwarna
Seri A Dwiwarna dan share and Series B shares
saham Seri B Authorised - 1 of Series A
Modal dasar - 1 saham Seri A Dwiwarna share and
Dwiwarna dan 29.999.999.999 29,999,999,999
saham Seri B Series B shares
Issued and paid-up
Modal ditempatkan dan capital - 1 Series A
disetor - 1 saham Seri A Dwiwarna share
Dwiwarna dan and 25,886,576,253
25.886.576.253 saham Seri B 31 1,310,326,950 1,310,326,950 1,310,326,950 Series B shares
Tambahan modal disetor 32 13,753,694 23,526,520 23,526,520 Additional paid-in capital
Saldo laba/(defisit) Retained earnings/(deficit)
Defisit sebesar Deficit totalling
USD 1.385.459.977 pada USD 1,385,459,977
tanggal 1 Januari 2012 as of 1 January 2012
telah dieliminasi was eliminated
dalam rangka kuasi- in connection with quasi-
reorganisasi (Catatan 52) reorganisation (Note 52)
- Dicadangkan 33 6,081,861 6,081,861 6,081,861 Appropriated -
- Belum dicadangkan (675,420,686) (680,863,327) (482,523,596) Unappropriated -
Penghasilan komprehensif lain 34 40,255,513 (60,455,573) 4,330,661 Other comprehensive income
Ekuitas yang dapat diatribusikan Equity attributable to owners

kepada pemilik entitas induk 694,997,332 598,616,431 861,742,396 of the parent
Kepentingan nonpengendali 2b, 35 25,625,559 41,190,125 39,016,461 Non-controlling interest
Total ekuitas 720,622,891 639,806,556 900,758,857 Total equity
TOTAL LIABILITAS DAN TOTAL LIABILITIES AND

EKUITAS 4,455,675,774 4,155,474,803 3,740,687,423 EQUITY


LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR LOSS AND
KOMPREHENSIF LAIN KONSOLIDASIAN OTHER COMPREHENSIVE INCOME
UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED
PADA 31 DESEMBER 2019 DAN 2018 31 DECEMBER 2019 AND 2018
Catatan/
2019 Notes 2018*)
Pendapatan usaha Operating revenues

Penerbangan berjadwal 3,773,399,072 2w,36 3,529,322,999 Scheduled airline services
Penerbangan tidak berjadwal 249,906,152 2w,36 266,866,623 Non-scheduled airline services
Lainnya 549,332,859 2w,36 534,251,439 Others
4,572,638,083 4,330,441,061
Beban usaha Operating expenses

Beban operasional penerbangan (2,549,469,922) 2w,37 (2,737,601,890) Flight operations expenses
Beban pemeliharaan dan Maintenance and repairs
perbaikan (538,046,403) 2w,38 (566,803,802) expenses
User charges and station
Beban bandara (385,298,616) 2w,39 (404,718,544) expenses
Beban tiket, penjualan dan Ticketing, sales and promotion
promosi (342,771,452) 2w,40 (296,889,881) expenses
Beban pelayanan penumpang (271,817,792) 2w,41 (291,948,721) Passenger services expenses
General and administrative
Beban administrasi dan umum (249,984,716) 2w,42 (224,181,523) expenses
Beban operasional hotel (31,980,015) 2w (31,474,431) Hotel operation expenses
Transportation operations
Beban operasional transportasi (29,440,247) 2w (28,001,571) expenses
Beban operasional jaringan (10,382,106) 2w (12,162,238) Network operation expenses
(4,409,191,269) (4,593,782,601)
Pendapatan/(beban) usaha Other operating income/

lainnya (charges)
(Kerugian)/keuntungan (Loss)/gain on foreign
selisih kurs - bersih (32,601,114) 28,361,734 exchange - net
Pendapatan lain-lain - bersih 16,168,970 2w,43 35,874,257 Other income - net
(16,432,144) 64,235,991
Profit/(loss) from
Laba/(rugi) usaha 147,014,670 (199,105,549) operations
Bagian atas hasil bersih Share of results of

entitas asosiasi (21,484) 204,241 associates
Pendapatan keuangan 45,257,323 2w 40,011,858 Finance income
Beban keuangan (139,990,076) 2w,44 (127,503,999) Finance cost
Laba/(rugi) sebelum pajak 52,260,433 (286,393,449) Profit/(loss) before tax
(Beban)/manfaat pajak (45,802,668) 2y,9 57,503,925 Tax (expenses)/benefit
Laba/(rugi) tahun berjalan 6,457,765 (228,889,524) Profit/(loss) for the year


LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR LOSS AND
KOMPREHENSIF LAIN KONSOLIDASIAN OTHER COMPREHENSIVE INCOME
Laporan Keuangan
Financial Report
UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED

PADA 31 DESEMBER 2019 DAN 2018 31 DECEMBER 2019 AND 2018
Catatan/
2019 Notes 2018*)
Penghasilan komprehensif Other comprehensive

lain income
Pos-pos yang tidak akan Items that will not be reclassified
direklasifikasi ke laba rugi: to profit or loss:
Surplus revaluasi Revaluation surplus on
aset tetap 26,489,594 2m,28 71,219,126 fixed assets
Pengukuran kembali Remeasurement of post
liabilitas imbalan pascakerja (10,390,757) 2u,28 12,388,580 employment benefits liabilities
Beban pajak tangguhan terkait 631,188 2y,9 (15,809,875) Related deferred tax expenses
16,730,025 67,797,831
Pos-pos yang akan direklasifikasi Items that will be reclassified

ke laba rugi: to profit or loss
Perubahan atas nilai wajar Changes in fair value of cash
lindung nilai arus kas 60,083,572 2g,30 (89,577,811) flow hedge
Selisih kurs karena penjabaran Exchange differences due to
laporan keuangan 8,307,132 2d (9,211,952) financial statements translation
68,390,704 (98,789,763)
Total penghasilan/(kerugian) Total other comprehensive

komprehensif lain 85,120,729 (30,991,932) income/(loss)
Total keuntungan/(kerugian) Total comprehensive

komprehensif tahun income/(loss) for
berjalan 91,578,494 (259,881,456) the year
Laba/(rugi) yang dapat Profit/(loss) attributable to:

diatribusikan kepada:
Pemilik entitas induk 6,986,140 (231,156,005) Owners of the parent
Kepentingan nonpengendali (528,375) 2b,35 2,266,481 Non-controlling interest
6,457,765 (228,889,524)
Total keuntungan/(kerugian) Total comprehensive
komprehensif yang income/(loss)
dapat diatribusikan kepada: atributable to:
Pemilik entitas induk 92,644,418 (263,125,965) Owners of the parent
Kepentingan nonpengendali (1,065,924) 2b,35 3,244,509 Non-controlling interest
91,578,494 (259,881,456)
Laba/(rugi) per saham 0.0003 2z,45 (0.0089) Basic/diluted earnings/

dasar/dilusian (loss) per share


597

Lampiran 3 Schedule
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN YANG BERAKHIR PADA FOR THE YEARS ENDED
31 DESEMBER 2019 DAN 2018 31 DECEMBER 2019 AND 2018
Penghasilan komprehensif lain/Other comprehensive income
Selisih kurs
karena Cadangan atas Ekuitas yang
penjabaran perubahan nilai dapat
laporan wajar lindung Total distribusikan
keuangan/ nilai arus kas/ penghasilan kepada
Tambahan Saldo laba (defisit)/ Exchange Reserve for komprehensif pemilik
Modal modal disetor/ Retained earning (deficit) Surplus difference due changes in lain/ entitas induk/ Kepentingan
disetor/ Additonal Belum revaluasi/ to financial fair value of Total other Equity nonpengendali/
Share paid-in Dicadangkan/ dicadangkan/ Revaluation statements cash flow comprehensive to ownership of Non-controlling Total ekuitas/
capital capital Appropriated Unappropriated reserves translation hedge income the parent interests Total equity
Saldo per 01/01/2018*) 1,310,326,950 23,526,520 6,081,861 (482,523,596) 204,911,975 (231,244,078) 30,662,764 4,330,661 861,742,396 39,016,461 900,758,857 Balance as of 01/01/2018 *)
Rugi tahun berjalan - - - (231,156,005) - - - - (231,156,005) 2,266,481 (228,889,524) Loss for the year
Kerugian komprehensif Other comprehensive
lain tahun berjalan - - - 8,626,511 58,389,109 (9,407,769) (89,577,811) (40,596,471) (31,969,960) 978,028 (30,991,932) loss for the year
Total kerugian komprehensif Total comprehensive
tahun berjalan - - - (222,529,494) 58,389,109 (9,407,769) (89,577,811) (40,596,471) (263,125,965) 3,244,509 (259,881,456) loss for the year
Dividen oleh entitas anak
kepada kepentingan Dividend by subsidiaries to
non-pengendalinya - - - - - - - - - (1,070,845) (1,070,845) their non-controling interest
Transfer ke defisit - - - 24,189,763 (24,189,763) - - (24,189,763) - - - Transfer to deficit
Saldo per 31/12/2018 1,310,326,950 23,526,520 6,081,861 (680,863,327) 239,111,321 (240,651,847) (58,915,047) (60,455,573) 598,616,431 41,190,125 639,806,556 Balance as of 31/12/2018
Laba tahun berjalan - - - 6,986,140 - - - - 6,986,140 (528,375) 6,457,765 Profit for the year
Penghasilan komprehensif lain Other comprehensive income
tahun berjalan - - - (7,118,825) 24,386,399 8,307,132 60,083,572 92,777,103 85,658,278 (537,549) 85,120,729 for the year
Total penghasilan komprehensif Total comprehensive income
tahun berjalan - - - (132,685) 24,386,399 8,307,132 60,083,572 92,777,103 92,644,418 (1,065,924) 91,578,494 for the year
Dilusi saham GA - (9,772,826) - 1,854,751 (1,854,751) 13,509,309 - 11,654,558 3,736,483 (13,785,330) (10,048,847) Dilution in GA's shares
Dividen oleh entitas anak kepada Dividend by subsidiaries to
kepentingan nonpengendali - - - - - - - - - (713,312) (713,312) their non-controling interest
Transfer ke defisit - - - 3,720,575 (3,720,575) - - (3,720,575) - - - Transfer to deficit
Saldo per 31/12/2019 1,310,326,950 13,753,694 6,081,861 (675,420,686) 257,922,394 (218,835,406) 1,168,525 40,255,513 694,997,332 25,625,559 720,622,891 Balance as of 31/12/2019
Annual Report 2019

*)
Catatan atas laporan keuangan konsolidasian merupakan bagian The accompanying notes to the consolidated financial statements
yang tidak terpisahkan dari laporan keuangan konsolidasian. form an integral part of these consolidated financial statements
.
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS

Laporan Keuangan
Financial Report

Catatan/
2019 Notes 2018*)
ARUS KAS DARI AKTIVITAS CASH FLOWS FROM

OPERASI OPERATING ACTIVITIES
Penerimaan kas dari pelanggan 4,598,841,042 4,327,388,678 Cash receipts from customers
Pengeluaran kas kepada pemasok (3,370,278,815) (3,684,239,607) Cash paid to suppliers
Pengeluaran kas kepada karyawan (592,788,033) (492,870,541) Cash paid to employees
Kas dihasilkan dari operasi 635,774,194 150,278,530 Cash generated from operations
Pembayaran beban keuangan (127,460,655) (102,680,915) Financial costs paid
Penerimaan bunga 7,473,931 3,695,161 Interest received
Pembayaran pajak penghasilan (2,686,184) (22,949,795) Income taxes paid
Kas bersih diperoleh dari Net cash provided from

aktivitas operasi 513,101,286 28,342,981 operating activities

INVESTASI INVESTING ACTIVITIES
Penerimaan pengembalian dana Receipts of aircraft
cadangan pemeliharaan maintenance
pesawat 154,085,805 101,115,120 reimbursements
Pengeluaran untuk dana cadangan Payments for aircraft
pemeliharaan pesawat (328,683,597) (362,910,700) maintenance reserve fund
Penerimaan uang jaminan 23,865,798 12,847,621 Receipts of security deposit
Pembayaran uang jaminan (6,623,295) (16,710,287) Payments for security deposit
Advance payments for
Uang muka pembelian pesawat (37,615,507) (3,130,300) purchase of aircraft
Penerimaan pengembalian
uang muka pembelian Refund of advance payments for
pesawat 23,431,273 1,000,000 purchase of aircraft
Penerimaan dividen 315,457 633,621 Dividend received
Proceeds from disposal of
Hasil pelepasan aset tetap 17,775 16,022 fixed assets
Pembayaran untuk perolehan Payments for acquisition
aset tetap dan uang muka of fixed assets and advance
perolehan aset tetap (123,815,315) (19,902,513) payments for fixed assets
Pembayaran untuk aset pemeliharaan Payments for aircraft maintenance
dan aset sewa pesawat (22,412,449) (13,185,676) and aircraft leased asset
Kas bersih digunakan untuk Net cash used in investing

aktivitas investasi (317,434,055) (300,227,092) activities


LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS

31 DESEMBER 2019 DAN 2018 (TIDAK DIAUDIT) 31 DECEMBER 2019 AND 2018 (UNAUDITED)
Catatan/
2019 Notes 2018*)

PENDANAAN FINANCING ACTIVITIES
(Pembayaran)/penerimaan (Payments)/proceeds of
pinjaman jangka pendek - bersih (86,227,587) 53 198,305,235 short-term loans - net
Penerimaan/(pembayaran) Proceeds/(payments) of
pinjaman jangka panjang - bersih 40,156,346 53 (18,988,643) long-term loans
(Pembayaran)/penerimaan liabilitas (Payment)/proceeds of
anjak piutang - bersih (55,209,676) 109,798,063 factoring liabilities - net
Pembayaran utang obligasi - 53 (156,237,798) Payment for bonds payable
(Pembayaran)/penerimaan pinjaman (Payment)/proceeds of asset-
efek beragun aset (25,378,010) 124,378,110 backed securitisation loan
Pembayaran liabilitas sewa pembiayaan (14,281,521) (13,845,355) Payment of finance lease liabilities
Kenaikan kas yang dibatasi
penggunaannya (5,082,022) (2,543,336) Increase in restricted cash
Pembayaran dividen oleh entitas Dividend payment by
anak kepada kepentingan subsidiaries to their
non pengendalinya (713,312) (981,917) non-controlling interest
Pembayaran untuk aktivitas Payment for other financing
pendanaan lainnya - (3,302,652) activities
Kas bersih (digunakan untuk)/ Net cash (used in)/provided

diperoleh dari aktivitas pendanaan (146,735,782) 236,581,707 from financing activities
INCREASE/(DECREASE) IN
KENAIKAN/(PENURUNAN) BERSIH CASH AND CASH
KAS DAN SETARA KAS 48,931,449 (35,302,404) EQUIVALENTS
CASH AND CASH

KAS DAN SETARA KAS EQUIVALENTS AT
AWAL TAHUN 251,019,140 303,554,154 BEGINNING OF THE YEAR
Pengaruh perubahan kurs mata Effect of foreign exchange

uang asing (2,539,575) (17,232,610) rate changes
CASH AND CASH

KAS DAN SETARA KAS EQUIVALENTS AT END OF
AKHIR TAHUN 297,411,014 2f,2h,53 251,019,140 THE YEAR
Kas dan setara kas dalam laporan arus kas konsolidasian terdiri Cash and cash equivalents included in the consolidated
dari: statement of cash flows comprise the following:
31/12/2019 31/12/2018
Kas dan setara kas 299,348,853 253,074,999 Cash and cash equivalent
Cerukan (1,937,839) (2,055,859) Bank overdraft
297,411,014 251,019,140


CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED

KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2019, 2018 DAN 1 JANUARI 2018 31 DECEMBER 2019, 2018 AND 1 JANUARY 2018
Laporan Keuangan
Financial Report
DAN UNTUK TAHUN YANG BERAKHIR AND FOR THE YEARS ENDED
1. INFORMASI UMUM 1. GENERAL INFORMATION
a. Pendirian dan informasi umum a. Establishment and general information
PT Garuda Indonesia (Persero) Tbk (“Perusahaan”) PT Garuda Indonesia (Persero) Tbk (“the Company”)
didirikan berdasarkan Akta No. 137 tanggal 31 Maret was established based on Notarial Deed No. 137
1950 dari Notaris Raden Kadiman. Akta pendirian dated 31 March 1950 of Notary Raden Kadiman. The
tersebut disahkan oleh Menteri Kehakiman Republik deed was approved by the Minister of Justice of the
Indonesia dalam Surat Keputusannya No. J.A.5/12/10 Republic of Indonesia in its Decision Letter No.
tanggal 31 Maret 1950 serta diumumkan dalam Berita J.A.5/12/10 dated 31 March 1950 and was published
Negara Republik Indonesia Serikat No. 30 Tambahan in the State Gazette of the Republic of Indonesia No.
No. 136 tanggal 12 Mei 1950. Perusahaan yang 30 Supplement No. 136 dated 12 May 1950. The
awalnya berbentuk Perusahaan Negara, berubah Company was established as a State Company and
menjadi Persero berdasarkan Akta No. 8 tanggal 4 based on Notarial Deed No. 8 dated 4 March 1975 of
Maret 1975 dari Notaris Soeleman Ardjasasmita, S.H., Notary Soeleman Ardjasasmita, S.H., changed to a
sebagai realisasi Peraturan Pemerintah No. 67 tahun state-owned limited liability company pursuant to
1971. Perubahan ini diumumkan dalam Berita Negara Government Regulation No. 67 Year 1971. This
Republik Indonesia No. 68 Tambahan No. 434 tanggal change was published in the State Gazette of the
26 Agustus 1975. Anggaran Dasar Perusahaan telah Republic of Indonesia No. 68 Supplement No. 434
diubah dengan Akta Notaris Sutjipto, S.H. No. 51 dated 26 August 1975.The Articles of Association of
tanggal 7 Agustus 2008 dalam rangka menyesuaikan the Company have been amended by Notarial Deed
dengan Undang-undang Perusahaan Terbatas No. 40 No. 51 of Sutjipto, S.H. dated 7 August 2008 in order
Tahun 2007. to comply with Limited Liability Companies Law No
40. Year 2007.
Anggaran dasar Perusahaan kemudian telah Subsequently, the Company’s Articles of Association
mengalami beberapa kali perubahan, terakhir dengan have been amended several times, most recently by
Akta No. 35 tanggal 17 Mei 2018 dari Aulia Taufani, Notarial Deed No. 35 dated 17 May 2018 of Aulia
S.H. M.Kn., Notaris di Jakarta Selatan, mengenai Taufani, S.H. M.Kn., Notary in South Jakarta,
perubahan anggaran dasar Perusahaan. Perubahan regarding changes to the Company's articles of
Anggaran Dasar Perusahaan tersebut telah diterima association. The Company’s articles association has
dan dicatat di dalam Sistem Administrasi Badan been received and recorded in Administration System
Hukum Kementerian Hukum dan Hak Asasi Manusia by the Ministry of Law and Human Right accordance
Republik Indonesia sesuai Surat No. AHU-AH.01.03- with letter No. AHU-AH.01.03-0214641 dated 8 June
0214641 tanggal 8 Juni 2018. 2018.
Perusahaan berkantor pusat di Jl. Kebon Sirih No. 46A, The Company’s head office is located at Jl. Kebon
Jakarta. Sirih No. 46A, Jakarta.
Sesuai dengan pasal 3 Anggaran Dasar Perusahaan, In accordance with article 3 of the Company's Articles
ruang lingkup kegiatan Perusahaan terutama adalah of Association, the scope of its activities comprises
sebagai berikut: the following:
(1) Angkutan udara niaga berjadwal untuk (1) Undertaking scheduled commercial air
penumpang, barang dan pos dalam negeri dan transportation of domestic and international
luar negeri; passengers, cargo and mail;
(2) Angkutan udara niaga tidak berjadwal (2) Undertaking non-scheduled commercial air
untuk penumpang, barang dan pos dalam negeri transportation of domestic and international
dan luar negeri; passengers, cargo and mail;
(3) Reparasi dan pemeliharaan pesawat udara, baik (3) Providing aircraft repair and maintenance for
untuk keperluan sendiri maupun untuk pihak own needs and third parties’ needs;
ketiga;
(4) Jasa penunjang operasional angkutan udara (4) Rendering support services for commercial air
niaga, meliputi catering dan ground handling transportation operation, such as catering
baik untuk keperluan sendiri maupun untuk pihak services and ground handling services, for own
ketiga; needs and third parties’ needs;
(5) Jasa layanan sistem informasi yang berkaitan (5) Providing information systems services relating
dengan industri penerbangan, baik untuk to aviation industry, for own needs and third
keperluan sendiri maupun untuk pihak ketiga; parties’ needs;
(6) Jasa layanan konsultasi yang berkaitan dengan (6) Providing consulting services relating to aviation
industri penerbangan; industry;


1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
a. Pendirian dan informasi umum (lanjutan) a. Establishment and general information

(continued)
(7) Jasa layanan pendidikan dan pelatihan yang (7) Providing education and training services
berkaitan dengan industri penerbangan, relating to aviation industry, for own needs and
baik untuk keperluan sendiri maupun untuk pihak third parties’ needs; and
ketiga; dan
(8) Jasa layanan kesehatan personil penerbangan, (8) Providing health care services for aircrew for
baik untuk keperluan sendiri maupun pihak own needs and third parties’ needs.
ketiga.
Perusahaan mulai beroperasi komersial pada tahun The Company started commercial operations in 1950.
1950. Jumlah karyawan Perusahaan dan entitas anak Total employees of the Company and subsidiaries
(bersama-sama disebut sebagai “Grup”) pada tanggal (together the “Group”) as at 31 December 2019 and
31 Desember 2019 dan 2018 adalah masing-masing 2018 was 15,623 and 16,336 employees,
15.623 dan 16.336 karyawan. respectively.
Pembukuan Perusahaan sejak tahun 2012 telah Since 2012, the Company has maintained its
menggunakan mata uang Dolar Amerika Serikat (USD) accounting records in US Dollars (USD) as approved
dan telah disetujui oleh Direktorat Jendral Pajak by the Directorate General of Tax’s decision
dengan keputusan No. KEP-289/WPJ.19/2012. No. KEP-289/WPJ.19/2012.
b. Dewan Komisaris dan Direksi b. Board of Commissioners and Directors
Susunan Dewan Komisaris dan Direksi Perusahaan The composition of the Company's Board of
pada tanggal 31 Desember 2019 berdasarkan Akta Commissioners and Directors as at 31 December
Pernyataan Keputusan Rapat No. 45 tanggal 24 April 2019 as stated in Notarial Deed No. 45 dated 24 April
2019 yang dibuat dihadapan Aulia Taufani, S.H., 2019 made before Aulia Taufani S.H., Notary in
Notaris di Jakarta yang kemudian diubah berdasarkan Jakarta and subsequently changed based on
surat keputusan Dewan Komisaris tanggal 9 Desember decision letter from Board of Commissioners dated 9
2019 adalah sebagai berikut: December 2019 is as follows:
2019 2018
Komisaris: Commissioners:
Komisaris utama Sahala Lumban Gaol Agus Santoso President Commissioner
Komisaris Chairal Tanjung Chairal Tanjung Commissioners
Dony Oskaria
Luky Alfirman
Muzaffar Ismail
Komisaris Independen Eddy Porwanto Poo Agus Santoso Independent Commissioners
Herbert Timbo Parluhutan Herbert Timbo Parluhutan
Siahaan Siahaan
Insmerda Lebang Insmerda Lebang
Direksi: Directors:
Direktur Utama Fuad Rizal*) IG. N. Askhara Danadiputra President Director
Direktur Keuangan dan Director of Finance and
Manajemen Risiko Fuad Rizal Fuad Rizal Risk Management
Direktur Niaga Pikri Ilham Kurniansyah Pikri Ilham Kurniansyah Director of Commercial
Direktur Kargo dan Director of Cargo and
Pengembangan Usaha Pikri Ilham Kurniansyah*) Mohammad Iqbal Business Development
Direktur Operasi Fuad Rizal*) Bambang Adisurya Angkasa Director of Operations
Direktur Teknik dan Director of Maintenance
Layanan Fuad Rizal*) I Wayan Susena and Services
Direktur Human Capital Pikri Ilham Kurniansyah*) Heri Akhyar Director of Human Capital
Direktur Layanan - Nicodemus Panarung Lampe Director of Services
*)
Menjabat sebagai Pelaksana Tugas Direktur sejak 9 *)
Appointed as interim Director from 9 December 2019 to 22
Desember 2019 sampai 22 Januari 2020. January 2020.
Lihat Catatan 55 untuk susunan Dewan Komisaris dan Refer to Note 55 for the composition of the
Direksi berdasarkan Rapat Umum Pemegang Saham Company’s Board of Commissioners and Directors
Luar Biasa tanggal 22 Januari 2020. based on Extraordinary General Shareholders’
Meeting dated 22 January 2020.


Laporan Keuangan
Financial Report
c. Komite Audit, Sekretaris Perusahaan dan Audit c. Audit Committee, Corporate Secretary and
Internal Internal Audit
Susunan Komite Audit, Sekretaris Perusahaan dan The Company’s Audit Committee, Corporate
Audit Internal pada tanggal 31 Desember 2019 dan Secretary and Internal Audit as at 31 December 2019
2018 adalah sebagai berikut: and 2018 are the following:
2019 2018
Komite Audit Audit Committee
Ketua Eddy Porwanto Poo Insmerda Lebang Chairman

Wakil Ketua Insmerda Lebang - Vice Chairman
Anggota Setiawan Kriswanto Setiawan Kriswanto Members
Meindy Mursal Meindy Mursal
Sekretaris Perusahaan M. Ikhsan Rosan M. Ikhsan Rosan Corporate Secretary
Audit internal Ria Anugriani Ria Anugriani Internal Audit
Lihat Catatan 55 untuk perubahan susunan Komite Refer to Note 55 for the changes of composition of
Audit dan Sekretaris Perusahaan. the Company’s Audit Committee and Corporate
Secretary.
d. Penawaran umum efek dan aksi korporasi lain d. Public offering of securities and other corporate
Perusahaan actions of the Company
Penawaran efek saham Offering of share securities
Ringkasan aksi korporasi Perusahaan yang A summary of the Company’s corporate actions which
mempengaruhi saham yang diterbitkan dan dicatatkan affects its issued and listed shares in Indonesia Stock
di Bursa Efek Indonesia sejak tanggal penawaran Exchange since its initial public offering up to 31
umum perdana sampai dengan 31 Desember 2019 December 2019 is as follows:
Tanggal Total modal ditempatkan dan disetor/

Surat efektif/ pencatatan/ Total issued and paid-up capital
Efective letters Listed date Keterangan/Descriptions Rp USD
S-325/BL/2011 tanggal 11 Februari 2011/ Penawaran umum perdana sejumlah 4.400.000.000 3,300,000,000,000 364,359,060
1 Februari 2011/ 11 February 2011 saham Seri B dengan harga penawaran Rp 750 per
S-325/BL/2011 dated saham dan nilai nominal Rp 500 per saham/
1 February 2011 Initial public offering of 4,400,000,000 Series B shares
with offering price of Rp 750 per share and par value
Rp 500 per share
S-171/D.04/2014 tanggal 8 April 2014/ Penawaran umum terbatas sejumlah 3.227.930.663 1,484,848,091,180 163,684,832
21 Maret 2014/ 8 April 2014 saham Seri B dengan harga penawaran Rp 460 per
S-171/D.04/2014 dated Saham/Limited public offering of 3,227,930,663 Series B
21 March 2014 shares with offering price of Rp 460 per share
S-07414/BEI.PP2/11-2016 6 Desember 2016/ Penyertaan modal negara tanpa hak memesan 8,401,219,715 893,381
tanggal 30 November 2016/ 6 December 2016 efek terlebih dahulu sebanyak 17.649.621 saham Seri B
S-07414/BEI.PP2/11-2016 dengan harga pelaksanaan Rp 476 per saham/
dated 30 November 2016 The Government exercised equity participation
without preemptive rights of 17,649,621 Series B shares
with exercise price of Rp 476 per share
Seluruh saham Seri B Perusahaan atau sejumlah All of the Company’s Series B shares or
25.886.576.254 saham telah dicatatkan pada Bursa 25,886,576,254 shares, were listed on the Indonesia
Efek Indonesia pada akhir periode pelaporan. Stock Exchange at the end of reporting period.


d. Penawaran umum efek dan aksi korporasi lain d. Public offering of securities and other corporate
Perusahaan (lanjutan) actions of the Company (continued)
Penawaran efek utang Offering of debt securities
Perusahaan juga melakukan aksi korporasi penerbitan The Company also did corporate actions for the
efek utang sebagai berikut: following debt securities offerings:
Efek utang/ Tanggal efektif/ Bursa pencatatan/ Tanggal pencatatan/ Mata uang/ Jumlah ditawarkan/
Debt securities Efective date Listed in Listed date Currency Offered amount
Obligasi Garuda Indonesia Berkelanjutan I/ Juli 2013/ Bursa Efek Indonesia/ 8 Juli 2013/ Rp 2,000,000,000,000
Garuda Indonesia Sustainable Bond 1 July 2013 Indonesia Stock Exchange 8 July 2013
Garuda Indonesia Global Sukuk Limited/ Juni 2015/ Bursa Singapura (SGX-ST)/ 3 Juni 2015/ USD 500,000,000
Garuda Indonesia Global Sukuk Limited June 2015 Singapore Exchange (SGX-ST) 3 June 2015
Kontrak Investasi Kolektif Efek Beragun Aset/

Collective Investment Contract of Asset Backed Juli 2018/ Bursa Efek Indonesia/ 31 Juli 2018/ Rp 2,000,000,000,000
Securities July 2018 Indonesia Stock Exchange 31 July 2018
e. Struktur Grup e. The Group’s structure
Perusahaan memiliki kepemilikan baik secara The Company has direct and indirect ownership
langsung maupun tidak langsung atas entitas-entitas interests in the following entities:
berikut:
Persentase Tahun operasi Jumlah aset

kepemilikan efektif/ komersial/ sebelum eliminasi/
Percentage of Start of Total assets
Domisili/ Kegiatan usaha utama/ effective ownership commercial before elimination
Entitas anak/Subsidiries Domicle Main business activities 31/12/2019 31/12/2018 operation 31/12/2019 31/12/2018
Kepemilikan langsung/
Direct ownership
Garuda Indonesia Holiday France Paris Biro perjalanan wisata, 100.00 100.00 2014 1,047,442,098 836,239,980**)
S.A.S (GIHF) penjualan tiket, dan jasa
penyewaan pesawat/
Travel agent, ticketing service
and aircraft rental service
PT Garuda Maintenance Facility Jakarta Perbaikan dan pemeliharaan 89.99 89.99 2002 756,390,458 709,424,473**)
Aero AsiaTbk. (GMFAA) pesawat terbang/
Aircraft maintenance
and overhaul
PT Citilink Indonesia (CI) Jakarta Jasa angkutan udara/ 99.99 99.99 2012 626,582,761 505,877,588**)
Air transportation services
PT Aero Wisata (AWS) Jakarta Hotel, jasa boga dan 99.99 99.99 1973 196,378,166 180,599,795**)
penjualan tiket/
Hotel, catering,
ticketing services
PT Gapura Angkasa (GA) Jakarta Jasa groundhandling/ 45.62*) 58.75 1998 - 70,185,622
Groundhandling services
PT Aero Systems Indonesia (ASI) Jakarta Penyedia teknologi informasi/ 99.99 99.99 2005 20,174,378 24,490,996**)
Information technology
services
PT Sabre Travel Network Indonesia Jakarta Penyedia jasa sistem 95.00 95.00 1996 12,423,836 11,018,534
(STNI) komputerisasi reservasi/
Computerise reservation
system services provider
*) *)
Tidak dikonsolidasi sejak 1 Desember 2019. GA meningkatkan modal Deconsolidated since 1 December 2019. GA increased its share
sahamnya di bulan November 2019 dan Perusahaan tidak ikut capital in November 2019 and the Company did not participate,
berpartisipasi sehingga kepemilikan Perusahaan terdilusi dari 58,75% resulting in the Company’s ownership diluting from 58.75% to 45.62%
menjadi 45,62% dan tidak memiliki kontrol atas GA lagi, lihat Catatan 56. and the Group no longer having control over GA, see Note 56.
**) **)
Disajikan kembali, lihat Catatan 54. As restated, see Note 54.


Laporan Keuangan
Financial Report
e. Struktur Grup (lanjutan) e. The Group’s structures (continued)
Persentase Tahun operasi Jumlah aset

kepemilikan efektif/ komersial/ sebelum eliminasi/
Percentage of Start of Total assets
Domisili/ Kegiatan usaha utama/ effective ownership commercial before elimination
Entitas anak/Subsidiaries Domicile Main business activities 31/12/2019 31/12/2018 operation 31/12/2019 31/12/2018
Kepemilikan tidak langsung/

Indirect ownership
PT Aerofood Indonesia (ACS) Jakarta Jasa boga pesawat/ 99.99 99.99 1974 134,263,320 115,064,735**)
Aircraft catering services
PT Aerotrans Services Indonesia Jakarta Jasa transportasi/ 99.99 99.99 1989 40,575,591 35,554,486**)
(ATS) Transportation services
PT Mirtasari Hotel Development Denpasar Hotel 99.99 99.99 1974 32,366,173 30,451,478
(MHD)
PT Garuda Energi Logistik Jakarta Penyediaan material 100.00 - 2019 20,090,519 -

dan Komersial (GELK) pesawat terbang/
Aircraft material supply
PT Aero Globe Indonesia (AGI) Jakarta Biro perjalanan wisata/ 99.99 99.99 1967 15,402,621 10,198,922**)
Travel agent
PT Senggigi Pratama Internasional Lombok Hotel 99.99 99.99 1988 15,753,624 13,313,077
(SPI)
Garuda Orient Holidays Japan Co, Jepang/ Biro perjalanan wisata/ 60.00 60.00 2009 6,762,318 5,688,285
Ltd (GOHJ) Japan Travel agent
PT Aerojasa Cargo (AJC) Jakarta Jasa kargo/ Cargo services 99.99 99.99 2003 1,603,634 2,336,208**)
PT Garuda Daya Pratama Jakarta Penyediaan,dan pengelolaan 91.00 - 2019 7,574,456 -

Sejahtera (GDPS) ketenagakerjaan/
Provision and management
of employment
PT Belitung Intipermai (BIP) Jakarta Hotel 99.99 99.99 Dalam tahap 1,103,739 2,275,440
pengembangan/
In development
stage
PT Bina Inti Dinamika (BID) Bandung Hotel 61.89 61.89 1989 2,362,452 2,511,311
PT Aero Hotel Management (AHM) Jakarta Manajemen hotel/ 99.99 99.99 2010 1,968,385 1,670,562**)
Hotel management
Garuda Orient Holidays Korea Co, Korea Biro perjalanan wisata/ 60.00 60.00 2008 2,046,485 1,227,641
Limited (GOHK) Travel agent
PT GIH Indonesia Jakarta Biro perjalanan wisata/ 60.00 60.00 2012 589,124 564,641
Travel agent
PT Garuda Indonesia Air Charter Jakarta Pengangkutan, pergudangan, 100.00 - 2019 2,744,646 -
(GIAC) dan aktivitas penyewaan
angkutan/
Transportation, warehousing
and charter services
PT Citra Lintas Angkasa (CLA) Jakarta Keagenan dan biro perjalanan/ 60.00 60.00 2014 495,620 373,245
Agency and travel agent
PT Aerojasa Perkasa (AJP) Jakarta Keagenan dan jasa kargo/ 99.87 99.87 1989 451,136 481,281
Agency and cargo service
PT Garuda Tauberes Indonesia Jakarta Pengembangan dan 100.00 - 2019 154,084 -

(GTI) pemrograman aplikasi
perdagangan melalui internet
(e-commerce)/
E-commerce application
development and
programming
PT Garuda Ilmu Terapan Cakrawala Jakarta Pusat pelatihan aviasi dan 100.00 - 2019 721,887 -
(GITC) non aviasi//Aviation
and non aviation training
**)
Disajikan kembali, lihat Catatan 54/As restated, see Note 54.


e. Struktur Grup (lanjutan) e. The Group’s structures (continued)
GMFAA, entitas anak memperoleh surat pernyataan GMFAA, a subsidiary obtained the notice of
efektif Pernyataan Pendaftaran penawaran umum effectiveness of the Registration Statement of its
perdana dari Otoritas Jasa Keuangan melalui surat initial public offering from Financial Service
No. S-424/D.04/2017 tanggal 29 September 2017, Authority/Otoritas Jasa Keuangan in its letter No. S-
yang menyebabkan kepemilikan saham Grup pada 424/D.04/2017 dated 29 September 2017, which
GMFAA terdilusi menjadi 89,99% (Catatan 32). caused the share ownership of the Group in GMFAA
to be dilluted into 89.99% (Note 32).
GMFAA mendirikan PT Garuda Daya Pratama GMFAA established PT Garuda Daya Pratama
Sejahtera (GDPS) berdasarkan Akta Notaris No. 42 Sejahtera (GDPS) based on Notarial Deed No. 42
tanggal 22 Januari 2019 dari Notaris Arry Supratno, dated 22 January 2019 of Arry Supratno, SH, with
SH, dengan modal dasar sebesar Rp 8.000.000.000 authorised share capital amounting to
dan modal ditempatkan dan disetor penuh sebesar Rp 8,000,000,000 and issued and fully paid share
Rp 2.000.000.000. Akta pendirian ini disahkan oleh capital amounting to Rp 2,000,000,000. The deed of
Menteri Hukum dan Hak Asasi Manusia Republik establishment was approved by the Minister of Law
Indonesia dalam Surat Keputusannya No. AHU- and Human Rights of the Republic of Indonesia in its
0004079.AH.01.01 tanggal 25 Januari 2019. Decree No. AHU-0004079.AH.01.01 dated 25
January 2019.
GMFAA mendirikan PT Garuda Energi Logistik GMFAA established PT Garuda Energi Logistik
Komersial (GELK), berdasarkan Akta Notaris No. 9 Komersial (GELK) based on Notarial Deed No. 9
tanggal 4 Februari 2019 dari Notaris Arry Supratno, dated 4 February 2019 of Arry Supratno, SH, with
dan modal di tempatkan dan disetor penuh sebesar Rp 62,626,000,000 and issued and fully paid share
Rp 15.656.500.000. Akta pendirian ini disahkan oleh capital amounting to Rp 15,656,500,000. This deed
Menteri Hukum dan Hak Asasi Manusia Republik of establishment was approved by the Minister of Law
Indonesia dalam Surat Keputusannya and Human Rights of the Republic of Indonesia in its
No. AHU-0006388.AH.01.01 tanggal 6 Februari 2019. Decree No. AHU-0006388.AH.01.01 dated
6 February 2019.
CI dan AW mendirikan PT Garuda Tauberes Indonesia CI and AW established PT Garuda Tauberes

(GTI) berdasarkan Akta Notaris No. 4 tanggal 1 April Indonesia (GTI), based on Notarial Deed No. 4 dated
2019 dari Notaris Arry Supratno, SH, dengan modal 1 April 2019 of Arry Supratno, SH, with authorised
dasar sebesar Rp 8.000.000.000 dan modal share capital amounting to Rp 8,000,000,000 and
ditempatkan dan disetor penuh sebesar issued and fully paid shares capital amounting to
Rp 2.000.000.000. Akta pendirian ini disahkan oleh Rp 2,000,000,000. This deed of establishment was
Menteri Hukum dan Hak Asasi Manusia Republik approved by the Minister of Law and Human Rights
Indonesia dalam Surat Keputusannya No. AHU- of the Republic of Indonesia in its Decree No. AHU-
0018457.AH.01.01 Tahun 2019 tanggal 8 April 2019. 0018457.AH.01.01 Tahun 2019 dated 8 April 2019.
AW dan CI mendirikan PT Garuda Indonesia Air AW and CI established PT Garuda Indonesia Air
Charter (GIAC) berdasarkan Akta Notaris No. 32 Charter (GIAC) based on Notarial Deed No. 32 dated
tanggal 30 Agustus 2019 dari Notaris Ariani 30 August 2019 of Ariani Lakhsmijati, SH, with
Lakhsmijati, SH, dengan modal dasar sebesar authorised share capital amounting to
Rp 20.000.000.000 dan modal ditempatkan dan disetor Rp 20,000,000,000 and issued and fully paid share
penuh sebesar Rp 5.000.000.000. Anggaran Dasar capital amounting to Rp 5,000,000,000. This deed of
Perusahaan disahkan oleh Menteri Hukum dan Hak establishment was approved by the Minister of Law
Asasi Manusia Republik Indonesia dengan Surat and Human Rights of the Republic Indonesia in its
Keputusan No. AHU-0046916.AH.01.01 tanggal Decree No. AHU-0046916.AH.01.01 dated
16 September 2019. 16 September 2019.
CI dan GMFAA mendirikan PT Garuda Ilmu Terapan CI and GMFAA established Garuda Ilmu Terapan
Cakrawala (GITC) berdasarkan Akta Notaris No. 88 Cakrawala (GITC), based on Notarial Deed No. 88
tanggal 30 Agustus 2019 dari Notaris Arry Supratno, dated 30 August 2019 of Arry Supratno, SH, with
dan modal ditempatkan dan disetor penuh sebesar Rp 20,000,000,000 and issued and fully paid shares
Rp 5.000.000.000. Akta pendirian ini disahkan oleh capital amounting to Rp 5,000,000,000. This deed of
Menteri Hukum dan Hak Asasi Manusia Republik establishment was approved by the Minister of Law
Indonesia dalam Surat Keputusannya No. AHU- and Human Rights of the Republic of Indonesia in its
0046324.AH.01.01. tanggal 12 September 2019. Decree No. AHU-0046324.AH.01.01. dated 12
September 2019.


Laporan Keuangan
Financial Report
2. KEBIJAKAN AKUNTANSI YANG SIGNIFIKAN 2. SIGNIFICANT ACCOUNTING POLICIES
Laporan keuangan konsolidasian Grup diotorisasi oleh The Group’s consolidated financial statements were
Direksi pada tanggal 27 Maret 2020. authorised by the Directors on 27 March 2020.
Kecuali dinyatakan berbeda, kebijakan akuntansi telah Unless otherwise stated, the accounting policies applied
diterapkan secara konsisten dengan laporan keuangan are consistent with those of the consolidated financial
konsolidasian untuk tahun yang berakhir pada tanggal statements for the year ended 31 December 2018 which
31 Desember 2018 yang telah sesuai dengan Standar conform to Indonesian Financial Accounting Standards.
Akuntansi Keuangan di Indonesia.
Laporan keuangan konsolidasian Grup disusun sesuai The Group’s consolidated financial statements have been
dengan Standar Akuntansi Keuangan di Indonesia dan prepared in accordance with Indonesian Financial
peraturan yang ditetapkan oleh Otoritas Jasa Keuangan Accounting Standards and Regulation of the Financial
(“OJK”) No. VIII.G.7 mengenai pedoman Penyajian dan Services Authority (“OJK”) No. VIII.G.7 concerning
Pengungkapan Laporan Keuangan Emiten atau Guidance on Presentation and Disclosures of Financial
Perusahaan Publik. Statements of Issuers or Public Companies.
a. Dasar penyusunan laporan keuangan a. Basis of preparation of consolidated financial

konsolidasian statement
Laporan keuangan konsolidasian, kecuali laporan arus The consolidated financial statements, except for the
kas konsolidasian, disusun dengan konsep harga consolidated statement of cash flows, have been
perolehan dan basis akrual, kecuali disebutkan lain prepared on the historical cost concept and accrual
dalam catatan atas laporan keuangan konsolidasian basis, except as otherwise disclosed in the relevant
yang relevan. notes herein.
Laporan arus kas konsolidasian, yang disusun dengan The consolidated statement of cash flows, which has
menggunakan metode langsung, menyajikan been prepared using the direct method, presents
penerimaan dan pengeluaran kas dan setara kas yang receipts and disbursements of cash and cash
diklasifikasikan ke dalam aktivitas operasi, investasi, equivalents classified into operating, investing and
dan pendanaan. financing activities.
Laporan keuangan konsolidasian disusun The consolidated financial statements have been
menggunakan asumsi kelangsungan usaha. Asumsi prepared using the going concern assumption. This
ini digunakan berdasarkan pengetahuan manajemen assumption is being used based on management’s
atas fakta-fakta dan keadaan sekarang, asumsi- knowledge of current facts and circumstances,
asumsi yang timbul atas pengetahuan tersebut dan assumption based on that knowledge and current
ekspektasi saat ini atas kejadian dan tindakan di masa expectations of future events and actions.
yang akan datang.
Laporan keuangan konsolidasian Grup disajikan dalam The Group’s consolidated financial statements are
mata uang Dolar Amerika Serikat (USD). presented in US Dollars (USD).
Penyusunan laporan keuangan konsolidasian sesuai The preparation of the consolidated financial
dengan Standar Akuntansi Keuangan di Indonesia statements in conformity with Indonesian Financial
mengharuskan penggunaan estimasi dan asumsi. Hal Accounting Standards requires the use of certain
tersebut juga mengharuskan manajemen untuk critical accounting estimates and assumptions. It also
membuat pertimbangan dalam proses penerapan requires management to exercise its judgment in the
kebijakan akuntansi Grup. Area yang kompleks atau process of applying the Group’s accounting policies.
memerlukan tingkat pertimbangan yang lebih tinggi The areas involving a higher degree of judgment or
atau area dimana asumsi dan estimasi dapat complexity, or areas where assumptions and
berdampak signifikan terhadap laporan keuangan estimates are significant to the consolidated financial
konsolidasian diungkapkan di Catatan 3. statements are disclosed in Note 3.


2. KEBIJAKAN AKUNTANSI YANG SIGNIFIKAN (lanjutan) 2. SIGNIFICANT ACCOUNTING POLICIES (continued)
a. Dasar penyusunan laporan keuangan a. Basis of preparation of consolidated financial

konsolidasian (lanjutan) statement (continued)
Perubahan pada Pernyataan Standar Akuntansi Changes to Statements of Financial Accounting

Keuangan dan Interpretasi Pernyataan Standar Standards and Interpretations of Statements of
Akuntansi Keuangan Financial Accounting Standards
Standar dan interpretasi baru/revisi yang telah New and revised standards and interpretations
diterbitkan, dan yang berlaku efektif untuk tahun buku issued and effective for the financial year beginning
yang dimulai pada atau setelah tanggal 1 Januari 2019 on 1 January 2019, which are relevant to the Group’s
yang relevan terhadap operasi Grup namun tidak operation but did not have a material impact on the
berdampak material terhadap laporan keuangan consolidated financial statements of the Group are as
konsolidasian Grup adalah sebagai berikut: follows:
- Amandemen PSAK 22 ”Kombinasi Bisnis” - Amendment PSAK 22 “Business Combination”
- Amandemen PSAK 24 ”Imbalan Kerja” - Amendment PSAK 24 “Employee Benefits”
- Amandemen PSAK 46 “Pajak Penghasilan” - Amendment PSAK 46 “Income Taxes”
- Amandemen PSAK 66 “Pengendalian Bersama” - Amendment PSAK 66 “Joint Arrangements”
- ISAK 33 ”Transaksi Valuta Asing dan Imbalan di - ISAK 33 “Foreign Currency Transactions and
Muka” Advance Consideration”
- ISAK 34 ”Ketidakpastian dalam Perlakuan Pajak - ISAK 34 “Uncertainty over Income Tax
Penghasilan Treatments”
Standar baru dan amendemen yang telah diterbitkan, New standards and amendments issued that are
yang relevan terhadap operasi Grup, namun belum relevant to the Group’s operations, but not yet
berlaku efektif untuk tahun buku yang dimulai pada effective for the financial year beginning
tanggal 1 Januari 2019 adalah sebagai berikut: 1 January 2019, are as follows:
Efektif 1 Januari 2020: Effective 1 January 2020:

- Amandemen PSAK 1 “Penyajian Laporan - Amendment PSAK 1 “Presentation of Financial
Keuangan” Statements”
- Amandemen PSAK 25 “Kebijakan Akuntansi, - Amendment PSAK 25 “Accounting Policies,
Perubahan Estimasi Akuntansi dan Kesalahan” Changes in Accounting Estimates and Errors”
- PSAK 71 “Instrumen Keuangan” - PSAK 71 “Financial Instruments”
- PSAK 72 "Pendapatan dari Kontrak dengan - PSAK 72 “Revenue from Contracts with
Pelanggan" Customers”
- PSAK 73 “Sewa” - PSAK 73 “Leases”
- PSAK 15 “Investasi pada Entitas Asosiasi dan - PSAK 15 “Investment in Associates and Joint
Ventura Bersama tentang Kepentingan Jangka Ventures – Long-term Interests in Associates
Panjang pada Entitas Asosiasi dan Ventura and Joint Ventures”
Bersama”
Efektif 1 Januari 2021: Effective 1 January 2021:

- Amandemen PSAK 22 “Kombinasi Bisnis” - Amendement PSAK 22 “Business Combination”
Penerapan dini atas standar-standar tersebut Early adoption of the above standards is permitted,
diperkenankan, kecuali untuk PSAK 73. Penerapan except for PSAK 73. Early adoption of PSAK 73 is
dini untuk PSAK 73 diperbolehkan hanya jika entitas permitted only if the entity applies PSAK 72. As at31
telah menerapkan PSAK 72. Pada tanggal 31 December 2019, the Group is still evaluating the
Desember 2019, Grup masih mempelajari dampak potential impact of the implementation of the above
yang mungkin timbul dari penerapan standar dan new/revised standards and interpretations issued, but
interpretasi baru/revisi yang telah diterbitkan namun not yet effective on the Group’s consolidated financial
belum berlaku efektif di atas serta pengaruhnya pada statements.
laporan keuangan kosolidasian Grup.
b. Prinsip-prinsip konsolidasi b. Principles of consolidation
Entitas anak Subsidiaries
Laporan keuangan konsolidasian menggabungkan The consolidated financial statements incorporate the
aset dan liabilitas pada tanggal laporan posisi assets and liabilities at statement of financial position
keuangan dan hasil usaha untuk tahun yang berakhir date and results of operations for the years then
pada tanggal-tanggal tersebut dari Perusahaan dan ended of the Company and entities over which the
entitas di mana Perusahaan memiliki pengendalian Company has control when the Company is exposed
ketika Perusahaan terekspos atau memiliki hak atas or has rights to variable returns from its involvement
imbal hasil variabel dari keterlibatannya dengan entitas with the entity and has the ability to affect those
dan memiliki kemampuan untuk mempengaruhi imbal returns through its power over the entity.
hasil tersebut melalui kekuasaannya atas entitas.


Laporan Keuangan
Financial Report
b. Prinsip-prinsip konsolidasi (lanjutan) b. Principles of consolidation (continued)
Entitas anak (lanjutan) Subsidiaries (continued)
Perusahaan menggunakan metode akuisisi untuk The Company used the acquisition method to
mencatat akuisisi entitas anak. Biaya perolehan account for the acquisition of subsidiaries. The cost
termasuk nilai wajar imbalan kontinjensi pada tanggal of acquisition includes any fair value of contingent
akuisisi. consideration at the acquisition date.
Kepentingan nonpengendali atas total laba rugi Non-controlling interests in the total comprehensive
komprehensif entitas anak diidentifikasi sesuai income of subsidiaries are identified at its portion and
proporsinya dan disajikan sebagai bagian dari total presented as part of total attributable comprehensive
laba komprehensif yang dapat diatribusikan pada income in the consolidated statement of profit or loss
laporan laba rugi dan penghasilan komprehensif lain and other comprehensive income. Noncontrolling
konsolidasian. Kepentingan nonpengendali atas aset interests in the net assets of subsidiaries are
neto entitas anak diidentifikasi pada tanggal kombinasi identified at the date of business combination which
bisnis yang selanjutnya disesuaikan dengan proporsi subsequently adjusted by proportion of changes in
atas perubahan ekuitas entitas anak dan disajikan equity of subsidiaries and presented as part of equity
sebagai bagian dari ekuitas pada laporan posisi in the consolidated statements of financial position.
keuangan konsolidasian.
Bila pengendalian atas suatu entitas diperoleh dalam Where control of an entity is obtained during a
tahun berjalan, hasil usaha entitas tersebut financial year, its results are included in the
dimasukkan dalam laporan laba rugi dan penghasilan consolidated statement of profit or loss and other
komprehensif lain konsolidasian sejak tanggal comprehensive income from the date when control
pengendalian dimulai. Bila pengendalian berakhir commences. Where control ceases during a financial
dalam tahun berjalan, hasil usaha entitas tersebut year, its results are included in the consolidated
dimasukkan ke dalam laporan laba rugi dan statement of profit or loss and other comprehensive
penghasilan komprehensif lain konsolidasian untuk income for the part of the year during which control
bagian tahun ketika pengendalian masih berlangsung. exists.
Transaksi, saldo dan keuntungan antar entitas dalam Inter-company transactions, balances and unrealised
Grup yang belum direalisasi telah dieliminasi. Kerugian gains on transactions between entities within the
yang belum direalisasi juga dieliminasi. Group are eliminated. Unrealised losses are also
eliminated.
Kebijakan akuntansi yang digunakan dalam The accounting policies adopted in preparing the
penyusunan laporan keuangan konsolidasian dalam consolidated financial statements in all material
hal yang material telah diterapkan secara konsisten respects have been consistently applied by
oleh entitas anak. subsidiaries.
Pelepasan entitas anak Disposal of subsidiaries
Ketika Grup tidak lagi mengkonsolidasikan atau When the Group ceases to consolidate or equity
mencatat menggunakan metode ekuitas untuk account for an investment because of a loss of
investasi karena hilangnya pengendalian, control, joint control or significant influence, any
pengendalian bersama atau pengaruh signifikan, maka retained interest in the entity is remeasured to its fair
kepentingan yang masih tersisa atas entitas diukur value at the date when the control is lost, with the
kembali berdasarkan nilai wajarnya, dan perubahan change in carrying amount recognised in the
nilai tercatat diakui dalam laporan laba rugi consolidated profit or loss. The fair value is the initial
konsolidasian. Nilai tercatat awal adalah sebesar nilai carrying amount for the purposes of subsequently
wajar untuk kepentingan pengukuran kembali accounting for the retained interest as an associate,
kepentingan yang tersisa sebagai entitas asosiasi, joint venture or financial asset. In addition, any
ventura bersama atau aset keuangan. Di samping itu, amounts previously recognised in other
jumlah yang sebelumnya diakui pada penghasilan comprehensive income in respect of that entity are
komprehensif lain sehubungan dengan entitas tersebut accounted for as if the Group had directly disposed of
dicatat seolah-olah Grup telah melepas aset atau the related assets or liabilities. This may mean that
liabilitas terkait. Hal ini dapat berarti bahwa jumlah amounts previously recognised in other
yang sebelumnya diakui pada penghasilan comprehensive income are reclassified to the
komprehensif lain direklasifikasi ke laporan laba rugi consolidated profit or loss.
konsolidasian.


c. Kombinasi bisnis c. Business combination
Grup menerapkan metode akuisisi untuk mencatat The Group applies the acquisition method to account
kombinasi bisnis. Imbalan yang dialihkan untuk akuisisi for business combinations. The consideration
suatu entitas anak adalah sebesar nilai wajar aset yang transferred for the acquisition of a subsidiary is the
dialihkan, liabilitas yang diakui terhadap pemilik pihak fair value of the assets transferred, the liabilities
yang diakusisi sebelumnya dan kepentingan ekuitas incurred by the former owners of the acquiree and the
yang diterbitkan oleh Grup. Imbalan yang dialihkan equity interests issued by the Group. The
termasuk nilai wajar aset atau liabilitas yang timbul dari consideration transferred includes the fair value of
kesepakatan imbalan kontinjensi. Aset teridentifikasi any asset or liability resulting from a contingent
yang diperoleh dan liabilitas serta liabilitas kontinjensi consideration arrangement. Identifiable assets
yang diambil alih dalam suatu kombinasi bisnis diukur acquired and liabilities and contingent liabilities
pada awalnya sebesar nilai wajar pada tanggal assumed in a business combination are measured
akuisisi. initially at their fair values at the acquisition date.
Grup mengakui kepentingan nonpengendali pada The Group recognises any non-controlling interest in
pihak yang diakuisisi untuk setiap akuisisi yang the acquiree on an acquisition-by-acquisition basis,
dilakukan baik sebesar nilai wajar atau sebesar bagian either at fair value or at the non-controlling interest’s
proporsional kepentingan nonpengendali atas aset proportionate share of the acquiree’s net assets. Non-
neto pihak yang diakuisisi. Kepentingan nonpengendali controlling interest is reported as equity in the
disajikan di ekuitas dalam laporan posisi keuangan consolidated statement of financial position, separate
konsolidasian, terpisah dari ekuitas pemilik entitas from the owner of the parent’s equity.
induk.
Imbalan kontinjensi yang masih harus dialihkan oleh Any contingent consideration to be transferred by the
Grup diakui sebesar nilai wajar pada tanggal akuisisi. Group is recognised at fair value as at the acquisition
Perubahan selanjutnya atas nilai wajar imbalan date. Subsequent changes to the fair value of the
kontinjensi yang diakui sebagai aset atau liabilitas dan contingent consideration that are deemed to be an
dicatat sesuai dengan PSAK 55 “Instrumen Keuangan: assets or a liabilities are recognised in accordance
Pengakuan dan Pengukuran”, dalam laporan laba rugi with PSAK 55 “Financial Instruments: Recognition
konsolidasian. Imbalan kontinjensi yang and Measurement” in the consolidated profit or loss.
diklasifikasikan sebagai ekuitas tidak diukur kembali Contingent consideration that is classified as equity is
dan penyelesaian selanjutnya diperhitungkan dalam not remeasured and its subsequent settlement is
ekuitas. accounted for within equity.
Biaya terkait akuisisi dibebankan pada saat terjadinya. Acquisition related costs are expensed as incurred.
d. Transaksi dan saldo dalam mata uang asing d. Foreign currency transactions and balances
Item-item yang disertakan dalam laporan keuangan Items included in the financial statements of each of
setiap entitas anggota Grup diukur menggunakan mata the Group’s entities are measured using the currency
uang yang sesuai dengan lingkungan ekonomi utama of the primary economic environment in which the
di mana entitas beroperasi (“mata uang fungsional”). entity operates (the “functional currency”).
Laporan keuangan konsolidasian disajikan dalam The consolidated financial statements are presented
Dolar Amerika Serikat (Dolar AS atau USD) yang in United States Dollar (US Dollar or USD), which is
merupakan mata uang fungsional dan penyajian the functional and presentation currency of the
Perusahaan. Company.
Transaksi dalam mata uang selain USD dijabarkan Transactions in currencies other than USD are
menjadi mata uang fungsional menggunakan kurs translated into the functional currency using the
yang berlaku pada tanggal transaksi. Aset dan liabilitas exchange rate prevailing at the date of the
moneter dalam mata uang asing dijabarkan ke dalam transaction. Monetary assets and liabilities in foreign
mata uang USD dengan kurs yang berlaku pada akhir currencies are translated into USD at the exchange
periode pelaporan. rates prevailing at the end of the reporting period.


Laporan Keuangan
Financial Report
d. Transaksi dan saldo dalam mata uang asing d. Foreign currency transactions and balances
(lanjutan) (continued)
Untuk tujuan konsolidasi, laporan laba rugi dan laporan For the purposes of consolidation, statements of profit
arus kas entitas anak yang menggunakan mata uang or loss and cash flows of subsidiaries with functional
fungsional selain USD dijabarkan ke dalam mata uang currencies other than USD are translated into the
pelaporan Grup dengan menggunakan nilai tukar rata- Group’s reporting currency at average exchange
rata sepanjang periode sedangkan laporan posisi rates for the period and their statements of financial
keuangannya dijabarkan dengan menggunakan nilai position are translated at the exchange rates
tukar yang berlaku pada akhir periode pelaporan dan prevailing at the end of the reporting period and their
akun ekuitas dijabarkan berdasarkan kurs historis. equity accounts are translated at the historical rate.
Selisih kurs karena penjabaran laporan keuangan yang The resulting difference arising from the translation of
dihasilkan dilaporkan secara terpisah dalam akun the financial statements is presented as “Exchange
“Selisih kurs karena penjabaran laporan keuangan” difference due to financial statements translation”
pada komponen ekuitas dalam laporan posisi under the equity section in the consolidated
keuangan konsolidasian. statements of financial position.
Dalam pelepasan kegiatan usaha entitas anak yang On the disposal of subsidiary with reporting
menggunakan mata uang selain USD, jumlah kumulatif currencies other than USD, the cumulative translation
selisih kurs yang terkait dengan entitas anak tersebut adjustments relating to that subsidiary are reclassified
direklasifikasi dari ekuitas ke laba rugi konsolidasian from equity to the consolidated profit or loss when the
ketika keuntungan atau kerugian dari pelepasan gain or loss on the disposal of the business is
kegiatan usaha tersebut diakui. recognised.
Kurs utama yang digunakan, berdasarkan kurs tengah The main exchange rates used, based on the mid
yang diterbitkan Bank Indonesia adalah sebagai rates published by Bank Indonesia are as follows:
berikut:
31/12/2019 31/12/2018
Rupiah (Rp) - 1.000 0.0719 0.0691 Rupiah (Rp) - 1,000

Euro (EUR) - 1 1.1214 1.1436 Euro (EUR) - 1
Yen Jepang (JPY) - 100 0.9206 0.9054 Japanese Yen (JPY) - 100
Dolar Singapura (SGD) - 1 0.7424 0.7322 Singapore Dollar (SGD) - 1
Dolar Australia (AUD) - 1 0.7006 0.7052 Australian Dollar (AUD) - 1
Renminbi China (CNY) - 1 0.1432 0.1457 Chinese Renminbi (CNY) - 1
Won Korea (KRW) - 1 0.0009 0.0009 Korean Won (KRW) -1
Riyal Saudi Arabia (SAR) - 1 0.2666 0.2665 Saudi Arabian Riyal (SAR) – 1
e. Transaksi dengan pihak-pihak berelasi e. Transactions with related parties
Grup melakukan transaksi dengan pihak-pihak berelasi The Group has transactions with related parties as
seperti yang dijelaskan dalam PSAK 7 “Pengungkapan defined in accordance with the PSAK 7 “Related Party
Pihak-Pihak Berelasi”. Disclosures”.
Perusahaan adalah badan usaha milik negara. Maka, The Company is a state-owned enterprise. Therefore,
saldo dan transaksi yang material antara Grup dengan significant transactions and balances of the Group
Pemerintah Negara Republik Indonesia dan entitas with the Government of the Republic of Indonesia and
berelasi dengan Pemerintah diungkapkan dalam Government-related entities are disclosed in the
catatan atas laporan keuangan konsolidasian yang relevant notes to the consolidated financial
relevan. Grup memilih untuk mengungkapkan statements. The Group elected to disclose the
transaksi dengan entitas berelasi dengan Pemerintah transactions with Government-related entities, using
dengan menggunakan pengecualian dari persyaratan the exemption from general related party disclosure
pengungkapan pihak berelasi. requirements.
Seluruh transaksi yang signifikan dengan pihak-pihak All significant transactions with related parties are
berelasi telah diungkapkan dalam catatan atas laporan disclosed in the notes to the consolidated financial
keuangan konsolidasian. statements.


f. Instrumen keuangan f. Financial instruments
Aset keuangan Financial assets
Klasifikasi Classification
Grup mengklasifikasikan aset keuangan dalam The Group classifies its financial assets in the
kategori berikut ini: diukur pada nilai wajar melalui following categories: at fair value through profit or
laporan laba rugi, pinjaman yang diberikan dan loss, loans and receivables, available for sale, and
piutang, tersedia untuk dijual dan dimiliki hingga jatuh held-to-maturity. The classification depends on the
tempo. Klasifikasi ini tergantung pada tujuan perolehan purpose for which the financial assets were acquired.
aset keuangan. Manajemen menentukan klasifikasi Management determines the classification of its
aset keuangan pada saat awal pengakuan. Pada financial assets at initial recognition. As at 31
tanggal 31 Desember 2019, Grup memiliki aset December 2019, the Group has financial assets
keuangan dengan kategori sebagai aset keuangan which are categorised as available-for-sale financial
tersedia untuk dijual, pinjaman yang diberikan dan assets, loans and receivables and financial assets at
piutang dan aset keuangan diukur pada nilai wajar fair value through profit or loss.
melalui laporan laba rugi.
i. Aset keuangan tersedia untuk dijual i. Available-for-sale financial assets
Aset keuangan tersedia untuk dijual adalah Available-for-sale financial assets are non-
instrumen nonderivatif yang ditentukan pada derivatives that are either designated in this
kategori ini atau tidak diklasifikasikan pada category or not classified in any of the other
kategori yang lain. Aset keuangan tersedia untuk categories. They are included in non-current
dijual dimasukkan sebagai aset tidak lancar assets unless the investment matures or
kecuali investasinya jatuh tempo atau manajemen management intends to dispose of it within 12
bermaksud melepasnya dalam kurun waktu 12 months of the end of the reporting period.
bulan setelah akhir periode pelaporan.
Aset keuangan tersedia untuk dijual Grup terdiri The Group’s available-for-sale financial assets
atas investasi dalam bentuk saham dalam laporan comprise of investment in shares in the
posisi keuangan konsolidasian. consolidated statement of financial position.
ii. Pinjaman yang diberikan dan piutang ii. Loans and receivables
Pinjaman yang diberikan dan piutang adalah aset Loans and receivables are non-derivative financial
keuangan nonderivatif dengan pembayaran yang assets with fixed or determinable payments that
tetap atau dapat ditentukan dan tidak mempunyai are not quoted in an active market. They are
kuotasi harga di pasar aktif. Pinjaman yang included in current assets, except for those with
diberikan dan piutang dimasukkan sebagai aset maturities greater than twelve months after the
lancar, kecuali jika jatuh temponya melebihi dua end of reporting period. These are classified as
belas bulan setelah akhir periode pelaporan. non-current assets.
Pinjaman yang diberikan dan piutang ini
dimasukkan sebagai aset tidak lancar.
Pinjaman yang diberikan dan piutang Grup terdiri The Group’s loans and receivables comprise cash
dari kas dan setara kas, kas yang dibatasi and cash equivalents, restricted cash, trade
penggunaannya, piutang usaha, tagihan bruto receivables, gross receivable from customers and
kepada pelanggan dan piutang lain-lain dalam other receivables in the consolidated statement of
laporan posisi keuangan konsolidasian. financial position.
iii. Aset keuangan diukur pada nilai wajar melalui iii. Financial assets at fair value through profit or loss
laporan laba rugi
Aset keuangan diukur pada nilai wajar melalui Financial assets at fair value through profit or loss
laporan laba rugi adalah aset keuangan yang are financial assets held for trading. A financial
dimiliki untuk diperdagangkan. Aset keuangan asset is classified in this category if acquired
diklasifikasikan ke dalam kategori ini jika principally for the purpose of selling in the short-
perolehannya terutama untuk dijual dalam jangka term. Derivatives are also categorised as held for
pendek. Derivatif juga dikategorikan sebagai trading unless they are designated as hedges.
dimiliki untuk diperdagangkan kecuali jika Assets in this category are classified as current
ditetapkan sebagai lindung nilai. Aset pada assets if they are expected to be settled within 12
kategori ini diklasifikasikan sebagai aset lancar jika months; otherwise, they are classified as non-
diharapkan dapat diselesaikan dalam waktu 12 current.
bulan; jika tidak, aset tersebut diklasifikasikan
sebagai tidak lancar.


Laporan Keuangan
Financial Report
f. Instrumen keuangan (lanjutan) f. Financial instruments (continued)
Aset keuangan (lanjutan) Financial assets (continued)
Pengakuan dan penghentian pengakuan Recognition and derecognition
Pembelian dan penjualan aset keuangan yang lazim Regular purchases and sales of financial assets are
(reguler) diakui pada tanggal perdagangan – yaitu recognised on the trade date – the date on which the
tanggal dimana Grup berkomitmen untuk membeli atau Group commits to purchase or sell the asset.
menjual aset. Aset keuangan dihentikan Financial assets are derecognised when the rights to
pengakuannya ketika hak untuk menerima arus kas receive cash flows from the investments have expired
dari investasi tersebut telah jatuh tempo atau telah or have been transferred and the Group has
ditransfer dan Grup telah mentransfer secara transferred substantially all the risks and rewards of
substansial seluruh risiko dan manfaat atas ownership.
kepemilikan aset.
Pengukuran Measurement
Aset keuangan pada awalnya diakui sebesar nilai A financial asset are initially recognised at fair value
wajarnya ditambah biaya transaksi untuk seluruh aset plus transaction costs for all financial assets not
keuangan yang tidak diukur pada nilai wajar melalui carried at fair value through profit or loss. Financial
laporan laba rugi. Aset keuangan yang diukur pada nilai assets carried at fair value through profit or loss are
wajar melalui laporan laba rugi pada awalnya dicatat initially recognised at fair value and transaction costs
sebesar nilai wajar dan biaya transaksinya dibebankan are expensed in the consolidated profit or loss.
pada laporan laba rugi konsolidasian.
Aset keuangan tersedia untuk dijual dan aset keuangan Available-for-sale financial assets and financial
yang diukur pada nilai wajar melalui laporan laba rugi assets at fair value through profit or loss are
selanjutnya dicatat sebesar nilai wajar. Pinjaman yang subsequently carried at fair value. Loans and
diberikan dan piutang dicatat sebesar biaya perolehan receivables are carried at amortised cost using the
diamortisasi dengan menggunakan metode suku effective interest method.
bunga efektif.
Selisih neto yang timbul dari perubahan nilai wajar Net differences arising from changes in the fair value
kategori “aset keuangan diukur pada nilai wajar melalui of the “financial assets at fair value through profit or
laporan laba rugi” disajikan pada laporan laba rugi loss” category are presented in the consolidated profit
konsolidasian dalam “penghasilan keuangan” dalam or loss within “finance income” in the period in which
periode terjadinya. Penghasilan dividen dari aset they arise. Dividend income from financial assets is
keuangan diakui pada laporan laba rugi konsolidasian recognised in the consolidated profit or loss as part of
sebagai “pendapatan lain-lain, bersih” ketika hak Grup “other income, net” when the Group’s right to receive
untuk menerima pembayaran sudah ditetapkan. payments is established. Interest income from
Penghasilan bunga aset keuangan dicatat pada financial assets is included in the “finance income”.
“penghasilan keuangan”.
Penurunan nilai aset keuangan Impairment of financial assets
Pada setiap akhir periode pelaporan, Grup menilai At the end of each reporting period, the Group
apakah terdapat bukti objektif bahwa aset keuangan assesses whether there is objective evidence that a
atau kelompok aset keuangan telah mengalami financial asset or Group of financial assets is
penurunan nilai. Aset keuangan atau kelompok aset impaired. A financial asset or a group of financial
keuangan diturunkan nilainya dan kerugian penurunan assets is impaired and impairment losses are
nilai terjadi hanya jika terdapat bukti objektif bahwa incurred only if there is objective evidence of
penurunan nilai merupakan akibat dari satu atau lebih impairment as a result of one or more events that
peristiwa yang terjadi setelah pengakuan awal aset occurred after the initial recognition of the asset (a
(peristiwa kerugian) dan peristiwa kerugian (atau loss event) and that loss event (or events) has an
peristiwa) tersebut memiliki dampak pada estimasi arus impact on the estimated future cash flows of the
kas masa datang atas aset keuangan atau kelompok financial asset or group of financial assets that can be
aset keuangan yang dapat diestimasi secara andal. reliably estimated.


Aset keuangan (lanjutan) Financial assets (continued)
Penurunan nilai aset keuangan (lanjutan) Impairment of financial assets (continued)
Untuk kategori pinjaman yang diberikan dan piutang, For the loans and receivables category, the amount
jumlah kerugian diukur sebesar selisih antara nilai of the loss is measured as the difference between the
tercatat aset dan nilai kini dari estimasi arus kas masa asset’s carrying amount and the present value of
datang diestimasi (tidak termasuk kerugian kredit masa estimated future cash flows (excluding future credit
depan yang belum terjadi) yang didiskonto losses that have not been incurred) discounted at the
menggunakan suku bunga efektif awal dari aset financial asset’s original effective interest rate. The
tersebut. Nilai tercatat aset dikurangi dan jumlah carrying amount of the asset is reduced and the
kerugian diakui pada laporan laba rugi konsolidasian. amount of the loss is recognised in the consolidated
Jika pinjaman yang diberikan memiliki tingkat bunga profit or loss. If a loan has a floating interest rate, the
mengambang, tingkat diskonto yang digunakan untuk discount rate for measuring any impairment loss is
mengukur kerugian penurunan nilai adalah tingkat the current effective interest rate determined under
bunga efektif saat ini yang ditentukan dalam kontrak. the contract. As a practical expedient, the Group may
Untuk alasan praktis, Grup dapat mengukur penurunan measure impairment on the basis of an instrument’s
nilai berdasarkan nilai wajar instrumen dengan fair value using an observable market price.
menggunakan harga pasar yang dapat diobservasi.
Jika, pada periode selanjutnya, jumlah penurunan nilai If, in a subsequent period, the amount of the
berkurang dan penurunan tersebut dapat dihubungkan impairment loss decreases and the decrease can be
secara objektif dengan peristiwa yang terjadi setelah related objectively to an event occurring after the
penurunan nilai diakui (misalnya meningkatnya impairment was recognised (such as an improvement
peringkat kredit debitur), pemulihan atas jumlah in the debtor’s credit rating), the reversal of the
penurunan nilai yang telah diakui sebelumnya diakui previously recognised impairment loss is recognised
pada laporan laba rugi konsolidasian. in the consolidated profit or loss.
Saling hapus aset keuangan dan liabilitas Offsetting financial assets and financial liabilities
keuangan
Aset keuangan dan liabilitas keuangan Financial assets and liabilities are offset and the net
disalinghapuskan dan jumlah netonya dilaporkan pada amount is reported in the consolidated statements of
laporan posisi keuangan konsolidasian ketika terdapat financial position when there is a legally enforceable
hak yang berkekuatan hukum untuk melakukan saling right to offset the recognised amounts and there is
hapus atas jumlah yang telah diakui tersebut dan intent to either settle on a net basis or realise the
adanya niat untuk menyelesaikan secara neto, atau asset and settle the liability simultaneously.
untuk merealisasikan aset dan menyelesaikan liabilitas
secara bersamaan.
Liabilitas keuangan Financial liabilities
Grup mengklasifikasikan liabilitas keuangan dalam dua The Group classifies its financial liabilities into two
kategori berikut: diukur pada nilai wajar melalui laporan categories: at fair value through profit or loss and
laba rugi dan liabilitas keuangan yang diukur pada financial liabilities measured at amortised cost.
biaya perolehan yang diamortisasi.
Pada tanggal 31 Desember 2019 dan 2018, Grup As at 31 December 2019 and 2018, the Group had
memiliki liabilitas keuangan yang diukur pada biaya financial liabilities measured at amortised cost. After
perolehan diamortisasi. Setelah pengakuan awal, yang initial recognition, which is at fair value plus
sebesar nilai wajar ditambah biaya transaksi, Grup transaction costs, the Group measures all financial
mengukur semua liabilitas keuangan yang diukur liabilities at amortised cost using the effective interest
dengan biaya perolehan diamortisasi menggunakan rates method, if the impact of discounting is
metode suku bunga efektif, jika dampak dari diskonto significant.
signifikan.


Laporan Keuangan
Financial Report
Liabilitas keuangan (lanjutan) Financial liabilities (continued)
Liabilitas keuangan Grup meliputi utang usaha, utang The Group’s financial liabilities include trade
lain-lain, liabilitas anjak piutang, akrual, pinjaman, payables, other payables, factoring liabilities,
utang obligasi, liabilitas sewa pembiayaan, pinjaman accruals, loans, bonds payable, finance lease
efek beragun aset dan liabilitas keuangan jangka liabilities, asset-backed securitisation loan and other
panjang lain-lain. Liabilitas keuangan diklasifikasikan non-current financial liabilities. Financial liabilities are
sebagai liabilitas jangka panjang jika jatuh tempo classified as non-current liabilities when the
melebihi 12 bulan dan sebagai liabilitas jangka pendek remaining maturity is more than 12 months, and as
jika jatuh tempo yang tersisa kurang dari 12 bulan. current liabilities when the remaining maturity is less
than 12 months.
Penghentian pengakuan liabilitas keuangan Derecognition of financial liabilities
Liabilitas keuangan dihentikan pengakuannya jika, dan The Group derecognises financial liabilities when,
hanya jika, liabilitas Grup telah dilepaskan, dibatalkan and only when, its obligations are discharged,
atau kadaluarsa. Selisih antara jumlah tercatat liabilitas cancelled or expired. The difference between the
keuangan yang dihentikan pengakuannya dan imbalan carrying amount of the financial liability derecognised
yang dibayarkan dan utang diakui dalam laba rugi and the consideration paid and payable is recognised
konsolidasian. in the consolidated profit or loss.
g. Instrumen keuangan derivatif g. Derivative financial instruments
Derivatif pada awalnya diakui sebesar nilai wajar pada Derivatives are initially recognised at fair value on the
tanggal kontrak derivatif disepakati dan selanjutnya date a derivative contract is entered into and are
diukur kembali sebesar nilai wajarnya. Metode subsequently remeasured at their fair value. The
pengakuan keuntungan atau kerugian yang timbul method of recognising the resulting gain or loss
tergantung dari apakah derivatif tersebut dimaksudkan depends on whether the derivative is designated as a
sebagai instrumen lindung nilai, dan jika demikian, sifat hedging instrument, and if so, the nature of the item
dari item yang dilindung nilai. being hedged.
Perubahan nilai wajar derivatif yang ditetapkan dan Changes in the fair value of derivatives that are
memenuhi kriteria lindung nilai atas arus kas untuk designated and qualify as cash flow hedges for
tujuan akuntansi, bagian efektifnya, diakui di accounting purposes and that are effective, are
penghasilan komprehensif lain di dalam “Cadangan recognised in other comprehensive income within
atas perubahan nilai wajar lindung nilai arus kas.” “Reserve for changes in fair value of cash flow
Ketika instrumen derivatif tersebut kadaluarsa atau hedge.” When a hedging instrument expires, or when
tidak lagi memenuhi kriteria lindung nilai untuk tujuan a hedge no longer meets the criteria for hedge
akuntansi, maka keuntungan atau kerugian kumulatif di accounting, the cumulative gain or loss in other
penghasilan komprehensif lain diakui pada laporan comprehensive income is recognised in the
laba rugi konsolidasian. consolidated profit or loss.
Perubahan nilai wajar derivatif yang tidak memenuhi Changes in the fair value of derivatives that do not
kriteria lindung nilai untuk tujuan akuntansi diakui meet the criteria of hedging for accounting purposes
langsung pada laporan laba rugi konsolidasian. are recorded immediately in the consolidated profit or
loss.
Suatu derivatif disajikan sebagai aset tidak lancar A derivative is presented as a non-current asset or
atau liabilitas jangka panjang jika sisa jatuh tempo dari non-current liability if the remaining maturity of the
instrumen lebih dari 12 bulan dan tidak diharapkan instrument is more than 12 months and is not
akan direalisasi atau diselesaikan dalam jangka waktu expected to be realised or settled within 12 months.
12 bulan. Derivatif lainnya disajikan sebagai aset Other derivatives are presented as current assets or
lancar atau liabilitas jangka pendek. current liabilities.


h. Kas dan setara kas h. Cash and cash equivalents
Kas dan setara kas terdiri dari kas, bank dan deposito Cash and cash equivalents consist of all unrestricted
berjangka yang tidak dibatasi penggunaannya dan cash on hand and in banks and time deposits with
jatuh tempo dalam waktu tiga bulan atau kurang dari maturities of three months or less from dates of
tanggal penempatan serta tidak dijaminkan sebagai placement and not pledged as collateral to loans. In
jaminan utang. Pada laporan arus kas konsolidasian, the consolidated statement of cash flows, cash and
kas dan setara kas disajikan setelah dikurangi cerukan. cash equivalents are presented net of overdraft.
Rekening yang dibatasi penggunaannya dan atau Current accounts which are restricted and or used as
digunakan sebagai jaminan diklasifikasi sebagai security are classified as current assets when the
bagian aset lancar jika jatuh temponya kurang dari maturities of less than 12 months after the end of
12 bulan setelah akhir periode pelaporan. reporting period.
i. Piutang usaha dan piutang lain-lain i. Trade and other receivables
Piutang usaha merupakan jumlah yang terutang dari Trade receivables are amounts due from customers
pelanggan atas penjualan barang atau jasa yang for good sold or services performed in the ordinary
dilakukan dalam kegiatan usaha biasa. Jika piutang course of business. If collection is expected in one
diperkirakan dapat ditagih dalam waktu satu tahun atau year or less, they are classified as current assets. If
kurang, piutang usaha diklasifikasikan sebagai aset not, they are presented as non-current assets.
lancar. Jika tidak, piutang usaha disajikan sebagai aset
tidak lancar.
Piutang usaha dan piutang lain-lain pada awalnya Trade and other receivables are recognised initially at
diakui sebesar nilai wajar dan selanjutnya diukur pada fair value and subsequently measured at amortised
biaya perolehan diamortisasi dengan menggunakan cost using the effective interest method, if the impact
metode bunga efektif, apabila dampak pendiskontoan of discounting is significant, less any provision for
signifikan, dikurangi provisi atas penurunan nilai. impairment.
Kolektibilitas piutang usaha dan piutang lain-lain The collectibility of trade and other receivables is
ditinjau secara berkala. Piutang yang diketahui tidak reviewed on an ongoing basis. Receivables which are
tertagih, dihapuskan secara langsung dengan known to be uncollectible are directly written off by
mengurangi nilai tercatatnya. Akun penyisihan reducing the carrying amount. An allowance account
digunakan ketika terdapat bukti yang objektif bahwa is used when there is objective evidence that the
Grup tidak dapat menagih seluruh nilai terutang sesuai Group will not be able to collect all amounts due
dengan persyaratan awal piutang. Kesulitan keuangan according to the original terms of the receivables.
signifikan yang dialami debitur, kemungkinan debitur Significant financial difficulties of the debtor,
dinyatakan pailit atau melakukan reorganisasi probability that the debtor will enter bankruptcy or
keuangan dan gagal bayar atau menunggak financial reorganisation and default or delinquency in
pembayaran merupakan indikator yang dianggap payments are considered indicators that the trade
dapat menunjukan adanya penurunan nilai piutang. receivable is impaired. The amount of the impairment
Jumlah penurunan nilai adalah sebesar selisih antara provision is the difference between the asset’s
nilai tercatat aset dan nilai kini dari estimasi arus kas carrying amount and the present value of estimated
masa depan pada tingkat suku bunga efektif awal. future cash flows, discounted at the original effective
Provisi atas penurunan nilai piutang dibebankan ke interest rate. Provision for impairment of receivables
laba rugi konsolidasian. Arus kas terkait dengan is charged to the consolidated profit or loss. Cash
piutang jangka pendek tidak didiskontokan apabila flows relating to short-term receivables are not
efek diskonto tidak material. discounted if the effect of discounting is immaterial.
j. Persediaan j. Inventories
Persediaan dinyatakan berdasarkan biaya perolehan Inventories are stated at cost or net realisable value,
atau nilai realisasi bersih, mana yang lebih rendah. whichever is lower. Cost is determined using the
Biaya ditentukan dengan metode rata-rata tertimbang. weighted average method. Net realisable value
Nilai realisasi bersih merupakan taksiran harga jual represents the estimated selling price for inventories
persediaan dikurangi taksiran biaya penyelesaian dan less all estimated costs of completion and costs
biaya yang diperlukan untuk menjual. necessary to make the sale.


Laporan Keuangan
Financial Report
k. Investasi pada entitas asosiasi k. Investments in associates
Entitas asosiasi adalah semua entitas dimana Grup Associates are all entities over which the Group has
memiliki pengaruh signifikan namun tidak significant influence but not control, generally
mengendalikan, biasanya melalui kepemilikan hak accompanying a shareholding of between 20% and
suara antara 20% dan 50%. Investasi pada entitas 50% of the voting rights. Investments in associates
asosiasi dicatat dengan metode ekuitas. Berdasarkan are accounted for using the equity method of
metode ekuitas, investasi pada awalnya diakui accounting. Under the equity method, the investment
sejumlah nilai perolehan dan nilai tercatat akan is initially recognised at cost and the carrying amount
meningkat atau menurun untuk mengakui bagian laba is increased or decreased to recognise the investor’s
atau rugi investor dari laba atau rugi entitas asosiasi share of profit or loss of the investee after the date of
setelah tanggal akuisisi. acquisition.
Jika kepemilikan kepentingan pada entitas asosiasi If the ownership interest in an associate is reduced
berkurang, namun tetap memiliki pengaruh signifikan, but significant influence is retained, only a
hanya suatu bagian proporsional atas jumlah yang proportionate share of the amount previously
telah diakui sebelumnya pada penghasilan recognised in other comprehensive income is
komprehensif lainnya yang direklasifikasi ke laporan reclassified to the consolidated profit or loss where
laba rugi konsolidasian. appropriate.
Bagian Grup atas laba atau rugi entitas asosiasi pasca The Group’s share of post-acquisition profits or
akuisisi diakui dalam laporan laba rugi konsolidasian losses is recognised in the consolidated profit or loss
dan bagian atas mutasi penghasilan komprehensif and its share of post-acquisition movements in other
lainnya pasca akuisisi diakui di dalam penghasilan comprehensive income is recognised in other
komprehensif lainnya dengan melakukan penyesuaian comprehensive income with a corresponding
atas jumlah tercatat investasi. Jika bagian Grup atas adjustment to the carrying amount of the investment.
kerugian entitas asosiasi sama dengan atau melebihi When the Group’s share of losses in an associate
kepentingannya pada entitas asosiasi, termasuk equals or exceeds its interest in the associate,
piutang tanpa agunan, Grup menghentikan pengakuan including any other unsecured receivables, the Group
bagian kerugiannya, kecuali jika Grup memiliki does not recognise further losses, unless it has
kewajiban atau melakukan pembayaran atas nama incurred legal or constructive obligations or made
entitas asosiasi. payments on behalf of the associate.
Pada setiap tanggal pelaporan, Grup menentukan The Group determines at each reporting date whether
apakah terdapat bukti objektif bahwa telah terjadi there is any objective evidence that the investment in
penurunan nilai atas investasi pada entitas asosiasi. the associate is impaired. If this is the case, the Group
Jika demikian, maka Grup menghitung besarnya calculates the amount of impairment as the difference
penurunan nilai sebagai selisih antara jumlah yang between the recoverable amount of the investment in
terpulihkan dan nilai tercatat atas investasi pada associate and its carrying value and recognises the
entitas asosiasi dan mengakui selisih tersebut pada amount to “share of results of associates” in the
“bagian atas hasil bersih entitas asosiasi” dalam consolidated profit or loss.
laporan laba rugi konsolidasian.
l. Properti investasi l. Investment properties
Properti investasi adalah properti (tanah atau Investment properties are properties (land or a
bangunan atau bagian dari suatu bangunan atau building - or part of a building - or both) held to earn
keduanya) untuk menghasilkan sewa atau untuk rentals or for capital appreciation or both.
kenaikan nilai atau keduanya.
Properti investasi awalnya diukur sebesar biaya Investment properties are measured initially at cost
perolehan dan selanjutnya setelah penilaian awal, and subsequent to initial recognition, investment
properti investasi diukur dengan menggunakan nilai properties are measured at fair value. Gains and
wajar. Keuntungan atau kerugian yang timbul dari losses arising from changes in fair value are
perubahan nilai wajar diakui pada laba rugi recognised in consolidated profit or loss in the period
konsolidasian pada saat terjadinya. in which they arise.


l. Properti investasi (lanjutan) l. Investment properties (continued)
Properti investasi dihentikan pengakuannya pada saat Investment properties are derecognised upon
dilepaskan atau tidak digunakan lagi secara permanen disposal or when the investment property is
dan tidak memiliki manfaat ekonomi masa depan yang permanently withdrawn from use and no future
diperkirakan dari pelepasannya. Keuntungan atau economic benefits are expected from its disposal.
kerugian yang timbul dari penghentian pengakuan Any gain or loss arising on derecognition of the
properti investasi (ditentukan dari selisih antara hasil property (calculated as the difference between the
neto pelepasan dan jumlah tercatat aset) diakui dalam net disposal proceeds and the carrying amount of the
laba rugi konsolidasian pada periode terjadinya asset) is included in the consolidated profit or loss in
penghentian atau pelepasan. the period in which the property is derecognised or
disposed.
m. Aset tetap m. Fixed assets
Aset tetap meliputi aset pesawat dan non-pesawat. Fixed assets comprise of aircraft assets and non-
Aset tetap, kecuali tanah, bangunan dan aset pesawat aircraft assets. Fixed assets, except for land, building
yang terdiri dari rangka pesawat dan mesin yang and owned aircraft assets which consist of airframes
dimiliki langsung, dinyatakan berdasarkan biaya and engines, are stated at cost less accumulated
perolehan dikurangi akumulasi penyusutan dan depreciation and impairment, if any.
penurunan nilai, jika ada.
Biaya perolehan aset tetap merupakan biaya yang The cost of fixed assets is directly attributable to their
secara langsung diatribusikan dengan pembelian atau purchase or construction, which includes any costs
pembangunan, meliputi setiap biaya yang secara directly attributable to bringing the asset to the
langsung diatribusikan untuk membawa aset ke lokasi location and condition necessary for it to be capable
dan kondisi yang diperlukan agar dapat beroperasi of operating in the manner intended by management.
dengan cara yang dimaksudkan oleh manajemen.
Grup mendapatkan insentif dari vendor sehubungan The Group receives incentive from vendors in
dengan perolehan peralatan penerbangan tertentu connection with the acquisition of certain avionic
(manufacturer’s incentive). Insentif ini akan dicatat equipment (manufacturer’s incentives). These credits
sebagai pengurang biaya perolehan peralatan are recorded as a reduction to the cost of the related
penerbangan tersebut. avionic equipment.
Aset dalam penyelesaian dinyatakan sebesar biaya Construction in progress is stated at cost which
perolehan termasuk biaya pinjaman yang terjadi includes borrowing costs during construction on debts
selama masa pembangunan yang timbul dari utang incurred to finance the construction. Construction in
yang digunakan untuk pembangunan aset tersebut. progress is transferred to the respective fixed assets
Akumulasi biaya perolehan akan dipindahkan ke accounts when complete and ready to use.
masing-masing aset tetap yang bersangkutan pada
saat selesai dan siap digunakan.
Biaya inspeksi besar pesawat, overhaul mesin dan The major aircraft inspection, engine overhaul and
biaya pengembangan aset sewa dan biaya lainnya cost of leasehold improvement and other costs that
yang terjadi setelah pengakuan awal untuk menambah, are incurred subsequently to add to, replace part of,
mengganti atau memperbaiki aset tetap dicatat or service an item of fixed assets, are recognised as
sebagai aset tetap jika dan hanya jika besar assets if, and only if it is probable that future economic
kemungkinan manfaat ekonomis di masa datang benefits associated with the item of the assets will
berkenaan dengan aset tersebut akan mengalir ke flow to the entity and the cost of the item can be
entitas dan biaya perolehan aset dapat diukur secara measured reliably. The cost of routine maintenance
andal. Beban pemeliharaan dan perbaikan rutin and repairs is charged to operations as incurred.
dibebankan pada saat terjadinya.


Laporan Keuangan
Financial Report
m. Aset tetap (lanjutan) m. Fixed assets (continued)
Tanah, bangunan dan aset pesawat yang terdiri dari Land, buildings and owned aircraft assets which
rangka pesawat dan overhaul mesin yang dimiliki consist of airframes and overhauled engines are
langsung disajikan sebesar nilai wajar, berdasarkan shown at fair value, based on valuations performed
penilaian yang dilakukan oleh penilai independen by external independent valuers which are registered
eksternal yang terdaftar di OJK, dikurangi penyusutan. with OJK, less depreciation. Revaluations are
Revaluasi dilakukan secara berkala untuk memastikan performed periodically to ensure that the fair value of
bahwa nilai wajar aset yang direvaluasi tidak berbeda a revalued asset does not differ materially from its
secara material dengan jumlah tercatatnya. Akumulasi carrying amount. Any accumulated depreciation at
penyusutan pada tanggal revaluasi dieliminasi the date of revaluation is eliminated against the gross
terhadap nilai tercatat bruto aset dan nilai netonya carrying amount of the asset, and the net amount is
disajikan kembali sebesar jumlah revaluasi aset. restated to the revalued amount of the asset.
Kenaikan nilai tercatat yang timbul dari revaluasi Increases in the carrying amount arising on
dikreditkan pada “cadangan revaluasi aset” sebagai revaluation are credited to “asset revaluation reserve”
bagian dari penghasilan komprehensif lainnya. as part of other comprehensive income. Decreases
Penurunan yang menghapus nilai kenaikan yang that offset previous increases of the same asset are
sebelumnya atas aset yang sama dibebankan debited against “asset revaluation reserve” as part of
terhadap “cadangan revaluasi aset” sebagai bagian other comprehensive income; all other decreases are
dari penghasilan komprehensif lainnya; penurunan charged to the consolidated profit or loss. At each
lainnya dibebankan pada laporan laba rugi reporting period, the difference between depreciation
konsolidasian. Setiap periode pelaporan, selisih antara based on the revalued carrying amount of the asset
penyusutan berdasarkan nilai revaluasi aset yang charged to the consolidated profit or loss and
diakui di dalam laporan laba rugi konsolidasiaan dan depreciation based on the asset’s original cost is
penyusutan berdasarkan harga perolehan awal aset transferred from “asset revaluation reserve” to
ditransfer dari “cadangan revaluasi aset” ke dalam “retained earnings/accumulated losses”.
“saldo laba/akumulasi kerugian”.
Jika aset yang direvaluasi dijual, jumlah yang dicatat di When revalued assets are sold, the amounts included
dalam ekuitas dipindahkan ke saldo laba/akumulasi in equity are transferred to retained earnings/
kerugian. accumulated losses.
Tanah tidak disusutkan. Penyusutan aset lain dihitung Land is not depreciated. Depreciation on other assets
dengan menggunakan metode garis lurus untuk is calculated using the straight-line method to allocate
mengalokasikan harga perolehan atau jumlah their cost or revalued amounts to their residual values
revaluasi sampai dengan nilai sisanya selama masa over their estimated useful lives, as follows:
manfaat yang diestimasi, sebagai berikut:
Tahun/Years
Pesawat Aircraft
Rangka pesawat 18 - 35 Airframe
Mesin 18 - 35 Engine
Simulator 10 Simulator
Rotable parts 4 - 20 Rotable parts
Aset pemeliharaan Maintenance asset
Rangka pesawat Periode inspeksi berikut/ Airframe
pemakaian, mana yang lebih cepat/
Next inspection period/usage,
whichever is faster
Overhaul mesin Periode overhaul berikut/ Engine overhaul
pemakaian mana yang lebih cepat/
Next overhaul period/usage,
whichever is faster
Non-pesawat Non-aircraft
Bangunan 5 - 50 Building
Peralatan 3 - 15 Equipment
Perangkat keras 3 - 15 Hardware
Kendaraan 3-8 Vehicle
Mesin 5 - 10 Machinery
Instalasi 10 Installation


m. Aset tetap (lanjutan) m. Fixed assets (continued)
Taksiran masa manfaat, nilai residu dan metode The estimated useful lives, residual values and
penyusutan ditelaah setiap akhir tahun buku, dan depreciation method are reviewed at each year end
pengaruh dari setiap perubahan estimasi akuntansi and the effect of any changes in estimate accounted
diterapkan secara prospektif. for on a prospective basis.
Aset tetap dihentikan pengakuannya pada saat An item of fixed assets is derecognised upon disposal
pelepasan atau ketika tidak ada manfaat ekonomis or when no future economic benefits are expected to
masa datang yang diharapkan timbul dari penggunaan arise from the continued use of the asset. Any gain or
aset secara berkelanjutan. Keuntungan atau kerugian loss arising on the disposal or retirement of an item of
yang timbul dari pelepasan atau penghentian fixed asets is determined as the difference between
pengakuan suatu aset tetap ditentukan sebagai the sales proceeds and the carrying amount of the
perbedaan antara hasil penjualan dan nilai tercatat asset and is recognised in the consolidated profit or
aset tetap dan diakui dalam laba rugi konsolidasian. loss.
n. Biaya pinjaman n. Borrowing costs
Biaya pinjaman yang langsung berkaitan dengan Borrowing costs directly attributable to the
akuisisi, konstruksi dari aset kualifikasian, yang acquisition, construction of qualifying assets, which
membutuhkan waktu yang cukup lama agar siap untuk are assets that necessarily take a substantial period
digunakan sesuai dengan intensinya atau dijual, of time to get ready for their intended use or sale, are
ditambahkan ke biaya perolehan aset, sampai dengan added to the cost of those assets, until such time as
waktu yang secara substansial aset tersebut telah siap the assets are substantially ready for their intended
untuk dijual atau digunakan. use or sale.
Biaya pinjaman yang dikapitalisasi diterapkan dengan Capitalised borrowing costs are applied with a
tarif kapitalisasi terhadap pengeluaran atas aset capitalisation rate to the expenditures on qualifying
kualifikasian, yang merupakan rata-rata tertimbang assets, which is the weighted average of the
biaya pinjaman atas saldo pinjaman selama periode borrowing costs applicable to total outstanding
kapitalisasi karena pinjaman tidak spesifik untuk borrowing during the period of capitalisation because
memperoleh aset. loans are not specifically attributable to acquisition of
the asset.
Semua biaya pinjaman lainnya diakui dalam laba rugi All other borrowing costs are recognised in profit or
pada periode pada saat terjadinya. loss in the period in which they are incurred.
o. Sewa o. Leases
Sewa diklasifikasikan sebagai sewa pembiayaan jika Leases are classified as finance leases whenever the
sewa tersebut mengalihkan secara substansial seluruh terms of the lease transfer substantially all the risks
risiko dan manfaat yang terkait dengan kepemilikan and rewards of ownership to the lessee. All other
aset. Sewa lainnya, yang tidak memenuhi kriteria leases, which do not meet these criteria, are
tersebut, diklasifikasikan sebagai sewa operasi. classified as operating leases.
Sebagai lessor As lessor
Dalam sewa pembiayaan, jumlah terutang oleh lessee Amounts due from lessee under finance leases are
diakui sebagai piutang sebesar jumlah yang sama recorded as receivables at the amount of the Group’s
dengan investasi sewa neto Grup. Pengakuan net investment in the leases. Finance lease income is
penghasilan sewa pembiayaan dialokasikan pada allocated to accounting periods so as to reflect a
periode akuntansi yang mencerminkan suatu tingkat constant periodic rate of return on the net investment
pengembalian periodik yang konstan atas investasi outstanding in respect of the leases.
bersih lessor.
Pendapatan sewa dari sewa operasi diakui sebagai Rental income from operating leases is recognised on
pendapatan dengan dasar garis lurus selama masa a straight-line basis over the term of the relevant
sewa. Biaya langsung awal yang terjadi dalam proses lease. Initial direct costs incurred in negotiating and
negosiasi dan pengaturan sewa operasi ditambahkan arranging an operating lease are added to the
dalam jumlah tercatat aset sewaan dan diakui dengan carrying amount of the leased asset and recognised
dasar garis lurus selama masa sewa. on a straight-line basis over the lease term.


Laporan Keuangan
Financial Report
o. Sewa (lanjutan) o. Leases (continued)
Sebagai lessee As lessee
Aset yang diperoleh melalui sewa pembiayaan dicatat Assets held under finance leases are initially
pada awal masa sewa sebesar nilai wajar aset sewaan recognised as assets of the Group at their fair value
Grup yang ditentukan pada awal kontrak atau, jika at the inception of the lease or, if lower, at the present
lebih rendah, sebesar nilai kini dari pembayaran sewa value of the minimum lease payments. The
minimum. Liabilitas kepada lessor disajikan di dalam corresponding liability to the lessor is included in the
laporan posisi keuangan konsolidasian sebagai consolidated statement of financial position as a
liabilitas sewa pembiayaan. finance lease obligation.
Aset sewa pembiayaan disusutkan berdasarkan Assets held under finance leases are depreciated
taksiran masa manfaat ekonomis yang sama dengan over their expected useful lives on the same basis as
aset yang dimiliki sendiri atau disusutkan selama owned assets or where shorter, the term of the
jangka waktu yang lebih pendek antara periode masa relevant lease.
sewa dan umur manfaatnya.
Pembayaran sewa dipisahkan antara bagian yang Lease payments are apportioned between finance
merupakan beban keuangan dan bagian yang charges and reduction of the lease obligation so as to
merupakan pengurangan dari liabilitas sewa sehingga achieve a constant rate of interest on the remaining
mencapai suatu tingkat bunga yang konstan (tetap) balance of the liability. Finance charges are charged
atas saldo liabilitas. Beban keuangan dibebankan directly to the consolidated profit or loss. Contingent
langsung ke laba rugi konsolidasian. Sewa kontijensi rentals are recognised as expenses in the periods in
dibebankan pada periode terjadinya. which they are incurred.
Pembayaran sewa operasi diakui sebagai beban Operating lease payments are recognised as an
dengan dasar garis lurus selama masa sewa, kecuali expense on a straight-line basis over the lease term,
terdapat dasar sistematis lain yang dapat lebih except where another systematic basis is more
mencerminkan pola waktu dari manfaat aset yang representative of the time pattern in which economic
dinikmati pengguna. Sewa kontijensi diakui sebagai benefits from the leased asset are consumed.
beban di dalam periode terjadinya. Contingent rentals arising under operating leases are
recognised as an expense in the period in which they
are incurred.
Dalam hal insentif diperoleh dalam sewa operasi, In the event that lease incentives are received to
insentif tersebut diakui sebagai liabilitas. Keseluruhan enter into operating leases, such incentives are
manfaat dari insentif diakui sebagai pengurangan dari recognised as a liability. The aggregate amount of
biaya sewa dengan dasar garis lurus kecuali terdapat incentives is recognised as a reduction of rental
dasar sistematis lain yang lebih mencerminkan pola expense on a straight-line basis, except where
waktu dari manfaat yang dinikmati pengguna. another systematic basis is more representative of
the time pattern in which economic benefits from the
leased asset are consumed.
Jual dan sewa-balik Sale and leaseback
Aset yang dijual berdasarkan transaksi jual dan sewa- Assets sold under a sale and leaseback transaction
balik diperlakukan sebagai berikut: are accounted for as follows:
Jika suatu transaksi jual dan sewa-balik merupakan If the sale and leaseback transaction results in a
sewa pembiayaan, selisih lebih hasil penjualan diatas finance lease, any excess of sales proceeds over the
nilai tercatat, tidak segera diakui sebagai pendapatan carrying amount of the asset is deferred and
tetapi ditangguhkan dan diamortisasi selama masa amortised over the lease term.
sewa.


p. Ijarah p. Ijarah
Ijarah merupakan sewa menyewa obyek Ijarah tanpa Ijarah is a lease to rent an Ijarah object without
perpindahan risiko dan manfaat yang terkait transfer of risks and benefits related to ownership of
kepemilikan aset terkait, dengan atau tanpa Wa’ad related assets, with or without Wa'ad to transfer
untuk memindahkan kepemilikan dari pemilik (Mu’jir) ownership from the owner (Mu'jir) to the tenant
kepada penyewa (Musta’jir) pada saat-saat tertentu. (Musta'jir) at a certain moment.
Beban sewa diakui selama masa akad pada saat Rental expense is recognised during the contract
manfaat atas aset telah diterima. Biaya provisi Ijarah period when the benefit of the asset has been
dicatat sebagai biaya dibayar dimuka dan diamortisasi received. Ijarah provision fees are recorded as
selama masa akad. prepaid expenses and amortised over the contract
period.
q. Aset takberwujud q. Intangible assets
Lisensi dan perangkat lunak dikapitalisasi berdasarkan Software and licenses are capitalised on the basis of
biaya yang terjadi untuk memperoleh dan the cost incurred to acquire and to prepare the assets
mempersiapkan aset hingga siap digunakan. Biaya ini for intended use. These costs are amortised using the
diamortisasi dengan menggunakan metode garis lurus straight-line method over the estimated useful life of
berdasarkan estimasi manfaat 3 - 8 tahun. 3 - 8 years.
Biaya pengurusan perpanjangan dan pembaharuan The cost of arranging legal extension and renewal of
legal hak atas tanah dikapitalisasi dan diamortisasi land rights is capitalised and amortised over the legal
sepanjang umur hukum atau umur ekonomis tanah, life or economic life of land, which ever is shorter.
mana yang lebih pendek.
r. Beban tangguhan r. Deferred charges
Biaya-biaya lain yang memenuhi kriteria pengakuan Other charges that meet the asset recognition criteria
aset akan ditangguhkan dan diamortisasi dengan are deferred and amortised using the straight-line
metode garis lurus berdasarkan masa manfaatnya. method over their beneficial periods.
s. Penurunan nilai aset non-keuangan s. Impairment of non-financial asset
Pada setiap akhir periode pelaporan, Grup menelaah At the end of each reporting period, the Group reviews
nilai tercatat aset non-keuangan untuk menentukan the carrying amounts of non-financial asset to
apakah terdapat indikasi bahwa aset tersebut telah determine whether there is any indication that the
mengalami penurunan nilai. Kerugian akibat assets have suffered an impairment loss. An
penurunan nilai diakui sebesar selisih antara nilai impairment loss is recognised for the amount by
tercatat aset dengan nilai yang dapat diperoleh kembali which the carrying amount of the asset exceeds its
dari aset tersebut. recoverable amount.
Nilai yang dapat diperoleh kembali adalah nilai yang Recoverable amount is the higher of its fair value less
lebih tinggi antara nilai wajar dikurangi biaya untuk cost to sell and the value in use of the assets. For the
menjual dan nilai pakai aset. Dalam rangka mengukur purposes of assessing impairment, assets are
penurunan nilai, aset dikelompokkan hingga unit grouped at the lowest levels for which there are
terkecil yang menghasilkan arus kas terpisah. separately identifiable cash flows.
Setiap tanggal pelaporan, aset non-keuangan yang At each reporting date, non-financial assets that
telah mengalami penurunan nilai ditelaah untuk suffered impairment are reviewed for possible
menentukan apakah terdapat kemungkinan pemulihan reversal of the impairment. Recoverable amount is
penurunan nilai. Pemulihan nilai langsung diakui dalam immediately recognised in the consolidated profit or
laba rugi konsolidasian, tetapi tidak boleh melebihi loss, but not in excess of any accumulated impairment
akumulasi rugi penurunan nilai yang telah diakui loss previously recognised.
sebelumnya.


Laporan Keuangan
Financial Report
t. Sukuk t. Sukuk
Sukuk diakui sebesar nilai nominal, disesuaikan Sukuk is recognised initially at nominal value,
dengan premium atau diskonto dan biaya transaksi adjusted with premium or discount and the related
terkait. Perbedaan antara nilai tercatat dan nilai transaction costs incurred. Any differences between
nominal diakui pada laporan laba rugi sebagai beban carrying amount and nominal value is recognised in
transaksi sukuk menggunakan metode suku bunga the profit or loss as sukuk transaction costs using the
efektif. effective interest method.
Imbalan hasil terkait dibebankan dalam laporan laba The related return element is charged to the
rugi konsolidasi sebagai biaya keuangan. consolidated profit or loss as finance cost.
Sukuk, setelah disesuaikan dengan premium atau Sukuk, adjusted with premium or discount and
diskonto dan biaya transaksi yang belum diamortisasi, unamortised transaction costs, is presented as part of
disajikan sebagai bagian dari liabilitas. liabilities.
u. Imbalan kerja u. Employee benefits
Kewajiban pensiun Pension obligations
Grup memiliki berbagai program pensiun sesuai The Group has various pensions schemes in
dengan undang-undang dan peraturan accordance with prevailing labor-related laws and
ketenagakerjaan yang berlaku dan kebijakan Grup. regulations and the Group’s policy. The Group has
Grup memiliki program imbalan pasti dan iuran pasti. both defined benefit and defined contribution plans.
Program iuran pasti Defined contribution plan
Program pensiun iuran pasti adalah sebuah program A defined pension contribution plan is a pension plan
pensiun dimana Grup akan membayar iuran tetap under which the Group pays fixed contributions into a
kepada sebuah entitas yang terpisah (dana pensiun) separate entity (a pension fund) and will have no legal
dan tidak memiliki kewajiban hukum atau konstruktif or constructive obligations to pay further contributions
untuk membayar kontribusi lebih lanjut apabila dana if the fund does not hold sufficient assets to pay all
pensiun tersebut tidak memiliki aset yang memadai employees the benefits relating to employee service
untuk membayar seluruh imbalan karyawan yang in the current and prior years.
berhubungan dengan pelayanan yang diberikan oleh
karyawan pada tahun kini dan sebelumnya.
Program imbalan pasti Defined benefits plan
Program pensiun imbalan pasti adalah program A defined pension benefit plan is a pension plan that
pensiun yang menentukan jumlah imbalan pensiun defines an amount of pension benefit to be provided,
yang akan diberikan, biasanya berdasarkan pada satu usually as a function of one or more factors, such as
faktor atau lebih seperti usia, masa kerja atau age, years of service or compensation.
kompensasi.
Kewajiban program pensiun imbalan pasti yang diakui The liability recognised in the consolidated statement
di laporan posisi keuangan konsolidasian adalah nilai of financial position in respect of defined benefit
kini kewajiban imbalan pasti pada tanggal laporan pension plans is the present value of the defined
posisi keuangan konsolidasian dikurangi nilai wajar benefit obligation at the consolidated statement of
aset program. Kewajiban imbalan pasti dihitung setiap financial position date, less the fair value of plan
tahun oleh aktuaris independen dengan menggunakan assets. The defined benefit obligation is calculated
metode projected-unit-credit. Nilai kini kewajiban annually by independent actuaries using the
imbalan pasti ditentukan dengan mendiskontokan projected-unit-credit method. The present value of the
estimasi arus kas keluar di masa depan dengan defined benefit obligation is determined by
menggunakan tingkat bunga obligasi pemerintah discounting the estimated future cash outflows using
dalam mata uang yang sama dengan mata uang the interest rates of government bonds that are
imbalan yang akan dibayarkan dan waktu jatuh denominated in the currency in which the benefit will
temponya kurang lebih sama dengan kewajiban yang be paid and that have terms to maturity approximating
bersangkutan. the terms of the related pension liability.


u. Imbalan kerja (lanjutan) u. Employee benefits (continued)
Kewajiban pensiun (lanjutan) Pension obligations (continued)
Program imbalan pasti (lanjutan) Defined benefits plan (continued)
Biaya jasa kini dari program pensiun imbalan pasti The current service cost of the defined benefit plan is
diakui pada beban imbalan kerja dalam laporan laba recognised in the consolidated profit or loss in
rugi konsolidasian yang mencerminkan peningkatan employee benefit expense, which reflects the
kewajiban imbalan pasti yang dihasilkan dari jasa increase in the defined obligations resulting from
karyawan dalam tahun berjalan. employee service in the current year.
Pengukuran kembali imbalan pascakerja yang terdiri Remeasurement of post-employment benefits

dari keuntungan dan kerugian aktuarial yang timbul consists of actuarial gains and losses arising from
dari penyesuaian pengalaman dan perubahan dalam experience adjustments and changes in actuarial
asumsi-asumsi aktuarial langsung diakui seluruhnya assumptions are directly recognised in other
melalui penghasilan komprehensif lainnya dan comprehensive income and reported in retained
dilaporkan di saldo laba. earnings.
Keuntungan dan kerugian dari kurtailmen atau Gains or losses on the curtailment or settlement of a
penyelesaian program manfaat pasti diakui di laba rugi defined benefit plan are recognised in the
konsolidasian ketika kurtailmen atau penyelesaian consolidated profit or loss when the curtailment or
tersebut terjadi. settlement occurs.
Biaya jasa lalu diakui secara langsung di laporan laba Past-service costs are recognised immediately in the
rugi konsolidasian. consolidated profit or loss.
Imbalan kesehatan pascakerja Health care post-employment benefits
Grup menyediakan imbalan kesehatan pascakerja The Group provides post-retirement healthcare
untuk para pensiunan yang berhak yang pensiun benefits to its employees had already retired before
sebelum tahun 2013. Hak atas imbalan ini pada 2013 and who are entitled to these benefits. The
umumnya diberikan apabila karyawan bekerja sampai entitlement to these benefits is usually based on the
usia pensiun dan memenuhi masa kerja minimum employees remaining in service up to retirement age
tertentu. Perkiraan biaya imbalan ini dicadangkan and the completion of a minimum service period. The
sepanjang masa kerja karyawan dengan expected costs of these benefits are accrued over the
menggunakan metode akuntansi yang sama dengan years of employment using the same accounting
yang digunakan untuk program pensiun imbalan pasti. method as used for defined benefit pension plans.
Keuntungan dan kerugian aktuarial yang timbul dari Actuarial gains and losses arising from experience
penyesuaian pengalaman dan perubahan asumsi adjustments and changes in actuarial assumptions
aktuarial dibebankan atau dikreditkan ke ekuitas di are charged or credited to equity in other
penghasilan komprehensif lain pada periode saat comprehensive income in the year they arise.
terjadinya.
Imbalan pascakerja lainnya Other post-employment benefits
Grup memberikan penghargaan masa kerja dan cuti The Group provides long service awards and leave
berimbalan jangka panjang untuk karyawan tertentu. benefits for some of its employees. The entitlements
Hak atas imbalan ini biasanya berdasarkan to these benefits are usually based on the completion
pencapaian masa kerja karyawan sesuai dengan of a certain number of service years by the
Perjanjian Kerja Bersama. Estimasi biaya imbalan ini employees in accordance with the Collective Labor
diakui selama masa kerja. Imbalan ini dihitung dengan Agreement. The estimated costs of these benefits are
menggunakan metode yang sama dengan metode recognised over the year of employment. These
yang digunakan untuk program pensiun imbalan pasti, benefits are accounted for using the same method as
kecuali untuk keuntungan dan kerugian aktuarial yang for the defined benefit pension plan, except for
diakui pada laporan laba rugi konsolidasian. actuarial gains and losses which are recognised in
the consolidated profit or loss.
Jumlah yang diakui sebagai liabilitas imbalan kerja The other long-term employee benefit obligation
jangka panjang lain di laporan posisi keuangan recognised in the consolidated statement of financial
konsolidasian merupakan nilai kini liabilitas imbalan position represents the present value of the defined
kerja pasti. benefit obligation.


Laporan Keuangan
Financial Report
v. Provisi dan kontinjensi v. Provision and contingency
Provisi diakui apabila Grup memiliki kewajiban hukum A provision is recognised when the Group has a
atau konstruktif masa kini sebagai akibat peristiwa present legal or constructive obligation as a result of
masa lalu; terdapat kemungkinan besar penyelesaian past events; it is probable that an outflow of resources
kewajiban tersebut mengakibatkan arus keluar sumber will be required to settle the obligation; and the
daya; dan jumlah kewajiban tersebut dapat diukur amount has been reliably estimated. Provision is not
secara andal. Provisi tidak diakui untuk kerugian recognised for future operating losses.
operasi masa depan.
Provisi diukur sebesar nilai kini dari estimasi terbaik Provisions are measured at the present value of
manajemen atas pengeluaran yang diharapkan management’s best estimate of the expenditure
diperlukan untuk menyelesaikan kewajiban kini pada required to settle the present obligation at the end of
akhir periode pelaporan. Tingkat diskonto yang the reporting period. The discount rate used to
digunakan untuk menentukan nilai kini adalah tingkat determine the present value is a pretax rate that
diskonto sebelum pajak yang mencerminkan penilaian reflects current market assessments of the time value
pasar atas nilai waktu uang dan risiko yang terkait of money and the risks specific to the liability. The
dengan kewajiban. Peningkatan provisi karena increase in the provision due to the passage of time
berjalannya waktu diakui sebagai beban bunga. is recognised as interest expense.
Provisi untuk biaya pengembalian pesawat diakui bila Provision for aircraft return cost is provided if there is
terdapat komitmen untuk perawatan pesawat sesuai a commitment related to maintenance of aircraft held
dengan perjanjian sewa operasi. Provisi diakui selama under operating lease arrangements. A provision is
jangka waktu sewa atas liabilitas pengembalian sesuai made during the lease term for the lease return
yang dipersyaratkan dalam perjanjian sewa tersebut. obligations specified within those lease agreements.
Provisi dibuat berdasarkan pengalaman historis, The provision is made based on historical experience,
petunjuk pabrik dan, jika relevan, liabilitas kontrak manufacturers’ advice and if relevant, contractual
untuk menentukan nilai sekarang dari perkiraan biaya obligations, to determine the present value of the
masa depan dari inspeksi rangka pesawat dan estimated future major airframe inspections cost and
perbaikan mesin. engine overhauls.
Liabilitas kontinjensi tidak diakui pada laporan Contingent liabilities are not recognised in the
keuangan konsolidasian. Liabilitas kontinjensi consolidated financial statements. They are disclosed
diungkapkan di catatan atas laporan keuangan in the notes to consolidated financial statements
konsolidasian kecuali kemungkinan keluarnya sumber unless the possibility of an outflow of resources
daya yang mewujudkan manfaat ekonomi sangat kecil. embodying economic benefits is remote. Contingent
Aset kontinjensi tidak diakui di dalam laporan assets are not recognised in the consolidated
keuangan konsolidasian, namun diungkapkan di dalam financial statements but are disclosed in the notes to
catatan atas laporan keuangan konsolidasian jika consolidated financial statements when an inflow of
terdapat kemungkinan suatu arus masuk manfaat economic benefits is probable.
ekonomis mengalir ke dalam entitas.
w. Pengakuan pendapatan dan beban w. Revenue and expense recognition
Pendapatan atas penerbangan berjadwal dan tidak Revenue from scheduled and non-scheduled airline
berjadwal diakui pada saat penerbangan telah services are recognised when the service is provided.
dilakukan. Pendapatan dari penerbangan berjadwal Revenue from scheduled airline services comprise of
terdiri dari pendapatan dari pengangkutan penumpang, revenue from passenger, cargo and documents.
kargo dan dokumen. Pendapatan dari penerbangan Revenue from non-scheduled airline services
tidak berjadwal terdiri dari pendapatan dari comprise of revenue from hajj and charter flight.
penerbangan haji dan charter.
Pendapatan dari penerbangan berjadwal dan tidak The revenue from scheduled and non-scheduled
berjadwal diukur dengan nilai wajar atas imbalan yang airline services are measured at fair value of the
diterima atau dapat diterima, dikurangi pajak consideration received or receivable, net of value-
pertambahan nilai, biaya jasa penerbangan dan added tax, flight service charges and insurance, if
asuransi. Pendapatan dari penerbangan ini termasuk any. These revenues include recoveries from fuel
pemulihan dari fuel surcharges selama periode surcharges during the period.
berjalan.


w. Pengakuan pendapatan dan beban (lanjutan) w. Revenue and expense recognition (continued)
Uang yang diterima sehubungan dengan tiket yang The cash received from customers related to
belum digunakan dicatat sebagai pendapatan diterima unutilised tickets is included in current liabilities as
di muka dan disajikan sebagai pendapatan diterima di unearned revenue. The value of unutilised tickets is
muka. Nilai dari tiket yang belum digunakan diakui recognised as revenue when it is expired based on
sebagai pendapatan ketika tiket tersebut kedaluwarsa the terms and conditions of the ticket.
berdasarkan syarat dan ketentuan dari tiket.
Pendapatan atas jasa perbaikan dan pemeliharaan Revenue from short-term aircraft maintenance and
pesawat berdasarkan kontrak jangka pendek diakui overhaul contract is recognised when the service is
pada saat jasa diserahkan kepada langganan. rendered. Revenue from short-term aircraft
Pendapatan atas jasa perbaikan dan pemeliharaan maintenance and overhaul contract is measured at
pesawat atas kontrak jangka pendek diukur dengan fair value of the consideration received or receivable,
nilai wajar atas imbalan yang diterima atau dapat net of value added tax. Revenue from long-term
diterima dikurangi pajak pertambahan nilai. aircraft maintenance and overhaul contracts is
Pendapatan jasa perbaikan dan pemeliharaan recognised using the percentage-of-completion
pesawat berdasarkan kontrak jangka panjang diakui method.
dengan menggunakan metode persentase
penyelesaian.
Pendapatan atas jasa perhotelan, jasa boga, biro Revenues from hotels, catering, travel agency
perjalanan dan jasa sistem komputerisasi reservasi services, computerise reservation system services
serta jasa lain yang berhubungan dengan and other services related to flight operations are
penerbangan diakui sebagai pendapatan pada saat recognised when the services are rendered, and is
jasa diserahkan, serta pendapatan diukur dengan nilai measured at fair value of the consideration received
wajar atas imbalan yang diterima atau dapat diterima or receivable, net of return discount and value added
dikurangi retur, diskon dan pajak pertambahan nilai. tax.
Pendapatan bunga dari aset keuangan diakui jika Interest income from a financial asset is recognised
kemungkinan besar manfaat ekonomis akan mengalir when it is probable that the economic benefits will
ke Grup dan jumlah pendapatan dapat diukur secara flow to the Group and the amount of income can be
andal. Penghasilan bunga diakui pada basis waktu, measured reliably. Interest income is accrued on a
dengan acuan pada pokok pinjaman dan suku bunga time basis, by reference to the principal outstanding
efektif yang berlaku, yang merupakan suku bunga and at the effective interest rate applicable, which is
yang secara tepat mendiskontokan estimasi the rate that exactly discounts estimated future cash
penerimaan kas masa depan selama perkiraan umur receipts through the expected life of the financial
aset keuangan untuk memperoleh nilai tercatat aset asset to that asset’s net carrying amount on initial
bersih pada awal pengakuan. recognition.
Beban diakui pada saat terjadi. Expenses are recognised when incurred.
x. Program Frequent flyer x. Frequent flyer programme
Grup menyelenggarakan program frequent flyer The Group operates a frequent flyer program called
Garuda Miles yang menyediakan travel award kepada “Garuda Miles” that provides travel awards to its
anggotanya berdasarkan akumulasi jarak tempuh. members based on accumulated mileage. A portion
Sebagian pendapatan penumpang yang diatribusikan of passenger revenue attributable to the award of
terhadap program frequent flyer ditangguhkan sampai frequent flyer benefits is deferred until they are
travel award tersebut digunakan. utilised.
Grup juga menjual “Garuda Miles” kepada partner The Group also sells “Garuda Miles” to programme
bisnis program untuk diberikan kepada anggota partners for issuance of miles to its frequent flyer
program Garuda Miles. Pendapatan dari penjualan program. Revenue recognition from sale of Garuda
Garuda Miles yang dibeli oleh partner program Miles to programme partners is deferred until the
ditangguhkan sampai travel award digunakan. travel awards are utilised. The deferrals are based on
Penangguhan dibuat berdasarkan utilisasi yang the expected utilisation of these awards.
diharapkan atas award tersebut.


Laporan Keuangan
Financial Report
x. Program Frequent flyer (lanjutan) x. Frequent flyer programme (continued)
Penangguhan pendapatan dari penyelenggaraan dan The deferment of revenue from issuance or selling of
penjualan Garuda Miles dicatat sebagai pendapatan Garuda Miles is recorded as unearned revenue.
diterima di muka. Selanjutnya pendapatan diterima di Subsequently, the unearned revenue is measured at
muka diukur berdasarkan nilai wajar dengan its fair value by taking into account the proportion of
memperhitungkan proporsi poin award yang points awarded that are expected to expire
diperkirakan tidak ditukarkan oleh pelanggan (breakage) based on historical trends.
(breakage) berdasarkan tren historis.
y. Perpajakan y. Taxation
Beban pajak penghasilan terdiri dari pajak penghasilan The income tax expense is comprises of current and
kini dan pajak penghasilan tangguhan. Pajak tersebut deferred income tax. Tax is recognised in the
diakui dalam laporan laba rugi konsolidasian, kecuali consolidated statements of profit or loss, except to the
apabila pajak tersebut terkait dengan transaksi atau extent that it relates to items recognised directly in
kejadian yang langsung diakui ke ekuitas atau equity or other comprehensive income. In this case,
penghasilan komprehensif lain. Dalam hal ini, pajak the tax is also recognised directly in equity or other
tersebut diakui langsung pada ekuitas atau comprehensive income.
penghasilan komprehensif lain.
Grup menggunakan metode liabilitas neraca (balance The Group applies the balance sheet liability method
sheet liability method) pada akuntansi pajak tangguhan of deferred tax accounting which arises on temporary
yang timbul akibat perbedaan temporer yang ada differences between tax bases of assets and liabilities
antara aset dan liabilitas atas dasar pajak dengan nilai and their carrying amounts in the consolidated
tercatat aset dan liabilitas dalam laporan keuangan financial statements. For each of the consolidated
konsolidasian. Untuk masing-masing entitas anak yang subsidiaries, the deferred tax assets or liabilities are
dikonsolidasi, aset atau liabilitas pajak tangguhan shown at the applicable net amounts.
disajikan dalam jumlah bersih.
Pajak penghasilan tangguhan ditentukan dengan Deferred income tax is determined using tax rates
menggunakan tarif pajak berdasarkan undang-undang based on laws that have been enacted or
yang telah diberlakukan atau secara substansi telah substantially enacted by the reporting date and are
diberlakukan pada akhir periode laporan dan expected to apply when the related deferred tax asset
diharapkan berlaku pada saat aset pajak tangguhan is recognised or the deferred tax liability is settled.
direalisasikan atau liabilitas pajak tangguhan
diselesaikan.
Aset pajak tangguhan diakui apabila terdapat Deferred tax assets are recognised to the extent it is
kemungkinan besar bahwa jumlah laba fiskal pada probable that future taxable profits will be available
masa datang akan memadai untuk mengkompensasi against which the temporary differences can be
perbedaan temporer yang menimbulkan aset pajak utilised.
tangguhan tersebut.
Beban pajak kini dihitung berdasarkan peraturan The current income tax charge is calculated on the
perpajakan yang berlaku atau secara substantif telah basis of the tax laws enacted or substantially enacted
berlaku pada akhir periode pelaporan. Manajemen at the reporting date. Management periodically
secara periodik mengevaluasi posisi yang dilaporkan di evaluates positions taken in its annual tax returns with
Surat Pemberitahuan Tahunan (SPT) sehubungan respect to situations in which applicable tax regulation
dengan situasi dimana aturan pajak yang berlaku is subject to interpretation. It establishes a provision,
membutuhkan interpretasi. Jika perlu, manajemen where appropriate, on the basis of amounts expected
menentukan provisi berdasarkan jumlah yang to be paid to the tax authorities.
diharapkan akan dibayar kepada otoritas pajak.


z. Laba/(rugi) per saham z. Earnings/(loss) per share
Laba/(rugi) per saham dasar dihitung dengan membagi Basic earnings/(loss) per share are computed by
laba/(rugi) bersih yang dapat diatribusikan kepada dividing net profit/(loss) attributable to owners of the
pemilik entitas induk dengan jumlah rata-rata Company by the weighted average number
tertimbang saham yang beredar pada periode yang of outstanding shares during the period.
bersangkutan.
Laba bersih per saham dilusian dihitung dengan Diluted earnings per share are computed by adjusting
menyesuaikan jumlah rata-rata terimbang saham biasa the weighted average number of outstanding ordinary
yang beredar dengan dampak dari semua efek shares to assume conversion of all dilutive potential
berpotensi saham biasa yang dilutif yang diterbitkan ordinary shares issued by the Company.
oleh Perusahaan.
aa. Pelaporan segmen aa. Segment reporting
Grup melakukan segmentasi pelaporan berdasarkan The Group segments its financial reporting based on
informasi keuangan yang digunakan oleh pengambil the financial information used by the chief operating
keputusan operasi utama dalam mengevaluasi kinerja decision-maker in evaluating the performance of
segmen dan menentukan alokasi sumber daya yang segments and in the allocation of resources. Board of
dimilikinya. Direksi adalah pengambil keputusan Directors is the Group’s chief operating decision-
operasional Grup. Segmentasi berdasarkan sifat maker. The segments are based on the nature of
usaha. Seluruh transaksi antar segmen telah business. All transactions between segments have
dieliminasi. been eliminated.
Pendapatan, beban, hasil, aset dan liabilitas segmen Segment revenue, expenses, results, assets and
termasuk item-item yang dapat diatribusikan langsung liabilities include items directly attributable to a
kepada suatu segmen serta item-item yang dapat segment, as well as those that can be allocated on a
dialokasikan dengan dasar yang sesuai dengan reasonable basis to that segment. They are
segmen tersebut. Segmen ditentukan sebelum saldo determined before intragroup balances and intra-
dan transaksi antar perusahaan dieliminasi sebagai group transactions are eliminated as part of the
bagian dari proses konsolidasi. consolidation process.
3. PERTIMBANGAN AKUNTANSI SIGINIFIKAN, ESTIMASI 3. SIGNIFICANT ACCOUNTING JUDGEMENTS,

DAN ASUMSI ESTIMATES AND ASSUMPTIONS
Penyusunan laporan keuangan konsolidasian Grup The preparation of the Group’s consolidated financial
mensyaratkan manajemen untuk membuat pertimbangan, statements requires management to make judgments,
estimasi dan asumsi yang mempengaruhi jumlah yang estimates and assumptions that affect the reported
dilaporkan atas pendapatan, beban, aset dan liabilitas, serta amounts of revenues, expenses, assets and liabilities and
pengungkapan liabilitas kontinjensi, pada akhir periode the disclosure of contingent liabilities, at the end of the
pelaporan. Namun, ketidakpastian estimasi dan asumsi ini reporting period. However, uncertainty about these
dapat menyebabkan hasil yang memerlukan penyesuaian estimates and assumptions could result in outcomes that
material atas nilai tercatat aset atau liabilitas yang require a material adjustment to the carrying amounts of
terpengaruh di masa mendatang. assets or liabilities affected in future periods.
Pertimbangan, estimasi dan asumsi berikut ini dibuat oleh The following judgments, estimates and assumptions were
manajemen dalam rangka penerapan kebijakan akuntansi made by management in the process of applying the
Grup yang memiliki pengaruh paling signifikan atas jumlah Group’s accounting policies and have the most significant
yang diakui dalam laporan keuangan konsolidasian. effects on the amounts recognised in the consolidated
financial statements.
a. Pertimbangan penting dalam penerapan kebijakan a. Critical judgements in applying accounting

akuntansi policies
Komitmen sewa operasi - Sebagai lessee Operating lease commitments - As lessee
Grup mengadakan perjanjian sewa komersial untuk The Group has entered into commercial leases on its
pesawat. Grup menetapkan berdasarkan evaluasi atas aircraft. The Group has determined based on an
substansi syarat dan kondisi yang ada dalam evaluation of the substance of the terms and
perjanjian, bahwa pihak lessor menanggung seluruh conditions of the arrangements, that the lessor retains
risiko secara signifikan dan manfaat kepemilikan atas all the significant risks and rewards of ownership of
pesawat sehingga perjanjian sewa diakui sebagai these aircrafts and therefore accounts for the
sewa operasi. contracts as operating leases.


Laporan Keuangan
Financial Report

DAN ASUMSI (lanjutan) ESTIMATES AND ASSUMPTIONS (continued)
a. Pertimbangan penting dalam penerapan kebijakan a. Critical judgements in applying accounting

akuntansi (lanjutan) policies (continued)
Komitmen sewa operasi - Sebagai lessee (lanjutan) Operating lease commitments - As lessee (continued)
Grup juga mengadakan perjanjian jual dan sewa-balik The Group has also entered into sale and leaseback
untuk pesawat tertentu yang baru diperoleh. Grup of certain newly acquired aircrafts. The Group has
menetapkan berdasarkan evaluasi atas substansi determined, based on an evaluation of the substance
syarat dan kondisi yang ada dalam perjanjian, bahwa of the terms and conditions of the arrangements, that
transaksi jual dan sewa-balik merupakan sewa operasi sale and leaseback transaction results in an operating
dan transaksi tersebut dilakukan pada nilai wajar. lease, and the transaction is established at fair value.
Komitmen sewa operasi pesawat tersebut diungkapkan The operating lease commitments are disclosed in
dalam Catatan 48. Note 48.
Penentuan mata uang fungsional Determination of functional currency
Dalam proses penerapan kebijakan akuntansi Grup, In the process of applying the Group’s accounting
manajemen harus membuat pertimbangan dalam policies, management has to make a judgment on the
penentuan mata uang fungsional Perusahaan dan determination of the functional currency of the
setiap entitas anggota Grup, yang memiliki pengaruh Company and each of the Group’s entities which has
signifikan terhadap jumlah yang dicatat dalam laporan significant effects on the amounts recognised in
keuangan konsolidasian. consolidated financial statements.
Mata uang fungsional dari masing-masing entitas di The functional currency of each entity within the
dalam Grup adalah mata uang masing-masing dari Group is the currency of the primary economic
lingkungan ekonomi utama dimana entitas tersebut environment in which each entity operates. Key
beroperasi. Faktor utama adalah mata uang yang factors are the currency that mainly influences the
mempengaruhi secara signifikan harga jual barang dan sales prices for goods and services of the country
jasa dari negara yang kekuatan persaingan dan whose competitive forces and regulations mainly
peraturannya sebagian besar menentukan harga jual determine the sales prices of its goods and services;
barang dan jasa; dan mata uang yang terutama and the currency that mainly influences operating
mempengaruhi beban usaha dan biaya lainnya. Faktor expenses and other costs. Another factor is the
lainnya adalah mata uang atas dana yang dihasilkan currency in which funds from financing activities are
dari kegiatan pembiayaan. generated.
Ketidakpastian kewajiban perpajakan Uncertainty of tax exposures
Dalam situasi tertentu, Grup tidak dapat menentukan In certain circumstances, the Group may not be able
secara pasti jumlah utang pajak kini atau masa to determine the exact amount of its current or future
mendatang atau jumlah klaim restitusi pajak yang tax liabilities or recoverable amount of the claim for
dapat terpulihkan karena proses pemeriksaan yang tax refund due to ongoing investigations by, or
masih berlangsung atau negosiasi dengan otoritas negotiation with, the taxation authority. Uncertainties
perpajakan. Ketidakpastian timbul terkait dengan exist with respect to the interpretation of complex tax
interpretasi dari peraturan perpajakan yang kompleks regulations and the amount and timing of future
dan jumlah dan waktu dari penghasilan kena pajak di taxable income. In determining the amount to be
masa depan. Dalam menentukan jumlah yang harus recognised in respect of an uncertain tax liability or
diakui terkait dengan utang pajak yang tidak pasti atau the recoverable amount of the claim for tax refund
klaim restitusi pajak yang dapat terpulihkan terkait related to uncertain tax positions, the Group applies
dengan ketidakpastian posisi perpajakan, Grup similar considerations as it would use in determining
menerapkan pertimbangan yang sama yang akan the amount of a provision to be recognised in
digunakan dalam menentukan jumlah provisi yang accordance with PSAK 57, “Provisions, Contingent
harus diakui sesuai dengan PSAK 57, “Provisi, Liabilities and Contingent Assets” and PSAK 46,
Liabilitas Kontinjensi, dan Aset Kontinjensi” dan PSAK “Income Taxes”. The Group makes an analysis of all
46, “Pajak Penghasilan”. Grup membuat analisa untuk uncertain tax positions to determine if a tax liability for
semua ketidakpastian posisi perpajakan untuk uncertain tax benefit or a provision for unrecoverable
menentukan jika utang pajak atas manfaat pajak yang claim for tax refund should be recognised.
tidak pasti atau cadangan atas klaim restitusi pajak
yang tidak dapat terpulihkan harus diakui.



b. Estimasi dan asumsi akuntansi yang signifikan b. Critical accounting estimates and assumptions
Pengakuan pendapatan Revenue recognition
GMFAA, entitas anak, mengakui pendapatan dari GMFAA, a subsidiary, recognises revenues from the
pekerjaan dalam progress berdasarkan metode project in progress based on percentage of
persentase penyelesaian. Asumsi signifikan diperlukan completion method. Critical assumptions are required
dalam menentukan tahapan penyelesaian (persentase in determining the stage of completion (percentage of
penyelesaian) dan jumlah estimasi pendapatan. Dalam completion) and the amount of estimated income. In
membuat asumsi, GMFAA melakukan evaluasi making assumptions, GMFAA evaluates them based
berdasarkan realisasi di waktu yang lampau. on past realisation.
Penyisihan penurunan nilai piutang Provision for impairment of receivables
Grup menilai penurunan nilai piutang pada setiap The Group assesses its receivables for impairment at
tanggal pelaporan. Grup menentukan kerugian each reporting date. The Group determines the
penurunan nilai piutang dengan mempertimbangkan impairment losses of receivables by considering
beberapa faktor yaitu kesulitan keuangan yang significant financial difficulties of the debtor,
signifikan dari debitur, kemungkinan debitur probability that the debtor will enter bankruptcy,
mengalami pailit, reorganisasi keuangan yang financial reorganisation and default or delinquency in
dilakukan oleh debitur, serta wanprestasi atau payment. An allowance for impairment is made based
tunggakan pembayaran. Penyisihan penurunan nilai on the estimated irrecoverable amount determined by
dibuat berdasarkan estimasi jumlah yang tidak dapat reference to past default experience.
terpulihkan yang ditentukan dari rekam jejak
tunggakan masa lalu.
Penurunan nilai aset nonkeuangan Impairment of non-financial assets
Aset tetap dan aset tidak lancar lainnya ditelaah untuk Fixed assets and other non-current assets are
penurunan nilai apabila terdapat kejadian atau reviewed for impairment whenever events or changes
perubahan keadaan yang mengindikasikan bahwa in circumstances indicate that the carrying amount of
jumlah tercatat aset melebihi nilai yang dapat diperoleh the asset exceeds its recoverable amount. The
kembali. Nilai yang dapat diperoleh kembali suatu aset recoverable amount of an asset or cash generating
atau unit penghasil kas ditentukan berdasarkan yang unit is determined based on the higher of its fair value
lebih tinggi antara harga jual bersih dan nilai pakai, less costs to sell and its value in use, calculated on
dihitung berdasarkan asumsi dan estimasi the basis of management’s assumptions and
manajemen. estimates.
Estimasi masa manfaat aset tetap Estimated useful lives of fixed assets
Grup mengestimasi masa manfaat dari aset tetap The Group estimates the useful lives of its property
berdasarkan ekspektasi utilisasi dari aset dengan and equipment based on expected asset utilisation as
didukung rencana dan strategi usaha yang juga anchored on business plans and strategies that also
mempertimbangkan perkembangan teknologi di masa consider expected future technological developments
depan dan perilaku pasar. Estimasi masa manfaat aset and market behavior. The estimation of the useful
tetap didasarkan pada penelaahan Grup secara lives of fixed assets is based on the Group’s collective
kolektif terhadap praktik industri, evaluasi teknis assessment of industry practice, internal technical
internal dan pengalaman untuk aset yang setara. evaluation and experience with similar assets. The
Estimasi masa manfaat ditelaah paling sedikit setiap estimated useful lives are reviewed at least each
akhir tahun pelaporan dan diperbarui jika ekspektasi financial year end and are updated if expectations
berbeda dari estimasi sebelumnya dikarenakan differ from previous estimates due to physical wear
pemakaian dan kerusakan fisik, keusangan secara and tear, technical or commercial obsolescence and
teknis atau komersial dan hukum atau pembatasan lain legal or other limitations on the use of the assets. It is
penggunaan aset. Namun, ada kemungkinan, hasil possible, however, that future results of operations
operasi di masa depan dapat dipengaruhi secara could be materially affected by changes in the
material oleh perubahan-perubahan dalam estimasi estimates brought about by changes in the factors
yang diakibatkan oleh perubahan faktor-faktor yang mentioned above.
disebutkan di atas.


Laporan Keuangan
Financial Report

Estimasi masa manfaat aset tetap (lanjutan) Estimated useful lives of fixed assets (continued)
Jumlah dan saat beban dicatat setiap periode akan The amounts and timing of recorded expenses for any
terpengaruh oleh perubahan atas faktor-faktor dan period are affected by changes in these factors and
kondisi tersebut. Pengurangan dalam estimasi masa circumstances. A reduction in the estimated useful
manfaat dari aset tetap Grup akan meningkatkan lives of the Group’s fixed asset increases the
beban usaha dan menurunkan aset tidak lancar yang recorded operating expenses and decreases
tercatat. Penambahan dalam estimasi masa manfaat recorded non-current assets. An extension in the
aset tetap Grup menurunkan beban usaha dan estimated useful lives of the Group’s fixed assets
meningkatkan aset tidak lancar yang tercatat. decreases the recorded operating expenses and
increases non-current assets.
Nilai wajar pada aset tetap dan properti investasi Fair value of fixed assets and investment property
Nilai wajar dari aset tetap dan properti investasi The fair value of fixed assets and investment property
ditentukan menggunakan teknik valuasi yang dilakukan is determined by using valuation techniques which
oleh penilai independen profesional yang memiliki were applied by independent professionally qualified
kualifikasi yang relevan dan memiliki pengalaman yang valuers who hold a recognised relevant professional
berhubungan dengan aset tetap dan segmen properti qualification and have recent experience in the
investasi yang akan dinilai. Setiap perubahan dalam locations and fixed assets segment of the investment
asumsi penilaian yang dilakukan oleh penilai properties valued. Each change in assumption and
independen eksternal akan berdampak pada nilai valuation performed by external independent
tercatat aset tetap dan properti investasi. Informasi appraisers would affect the carrying amount of the
tambahan diungkapkan di Catatan 13 dan 14. Group’s assets. Additional information is disclosed in
Note 13 and 14.
Provisi pengembalian dan pemeliharaan pesawat Provision for aircraft return and maintenance cost
Prior to the return of aircraft leased by the Group

Sebelum pengembalian pesawat yang disewa oleh
entities to the lessor, the Group entities are required
entitas Grup kepada lessor, entitas Grup diharuskan
to fulfil certain lease return conditions which may
untuk memenuhi persyaratan pengembalian sewa
include the completion of certain maintenance
yang dapat mencakup penyelesaian perawatan
activities to the airframe and engines and the
tertentu untuk kerangka pesawat dan mesin serta
reconfiguration of seats within the aircraft. The
penataan kembali kursi di dalam pesawat. Penyisihan
provision for lease return costs for these leased
untuk biaya pengembalian sewa untuk pesawat yang
aircraft is determined based on the best estimate of
disewa ini ditentukan berdasarkan estimasi terbaik dari
the costs that will be incurred to fulfil the stipulated
biaya yang akan dikeluarkan untuk memenuhi
lease return conditions.
ketentuan pengembalian sewa yang ditentukan.
Pemeliharaan pesawat dan pengeluaran overhaul Aircraft maintenance and overhaul expenditure under
dalam perjanjian power-by-hour power-by-hour agreements
Grup telah menandatangani beberapa perjanjian The Group entered into several power-by-hour
perawatan mesin power-by-hour ("PBH") dengan (“PBH”) engine maintenance agreements with
produsen peralatan asli mesin pesawat. Pembayaran original equipment manufacturers of aircraft engines.
bulanan didasarkan pada jumlah jam terbang yang The monthly payments are based on the number of
diterbangkan. flying hours flown.
Proporsi jumlah yang akan dibebankan dan The proportion of the amount to be expensed off and
dikapitalisasi ditentukan berdasarkan estimasi terbaik capitalised is determined based on the best estimate
dari proporsi perawatan sehari-hari dibandingkan of the proportion of day-to-day maintenance
dengan perawatan yang dapat memperpanjang masa compared to maintenance which extends the useful
manfaat mesin. lives of the engine.



Liabilitas imbalan kerja Liabilities for employee benefits
Nilai kini kewajiban imbalan kerja tergantung pada The present value of the employee benefits obligation
sejumlah faktor yang ditentukan dengan menggunakan depends on a number of factors that are determined
sejumlah asumsi aktuaria. Asumsi yang digunakan on a number of actuarial assumptions. The
dalam menentukan biaya bersih untuk pensiun assumptions used in determining the net cost for
termasuk tingkat pengembalian jangka panjang yang pensions include the expected long-term rate of
diharapkan atas investasi dana program pensiun iuran return on investment of the defined contribution
pasti dan tingkat diskonto yang relevan. Setiap pension fund and the relevant discount rate. Any
perubahan dalam asumsi ini akan berdampak pada changes in these assumptions will impact the carrying
nilai tercatat kewajiban imbalan kerja. amount of the employee benefits obligation.
Asumsi penting lainnya untuk kewajiban imbalan kerja Other key assumptions for the employee benefits
sebagian didasarkan pada kondisi pasar saat ini. obligation are based in part on current market
conditions.
Pemulihan dari aset pajak tangguhan Recoverability of deferred tax assets
Grup melakukan penelaahan atas nilai tercatat aset The Group reviews the carrying amounts of deferred
pajak tangguhan pada setiap akhir periode pelaporan tax assets at the end of each reporting period and
dan mengurangi nilai tersebut sampai dengan nilai reduces these to the extent that it is probable that
dimana kemingkinan besar penghasilan kena pajak sufficient taxable income will be available to allow all
akan tersedia untuk penggunaan seluruh atau or part of the deferred tax assets to be utilised. The
sebagian dari aset pajak tangguhan tersebut. Group’s assessment on the recognition of deferred
Penelaahan Grup atas pengakuan aset pajak tax assets on deductible temporary differences and
tangguhan untuk perbedaan temporer yang dapat tax loss carried forward is based on the level and
dikurangkan dan rugi fiskal yang masih dapat timing of forecasted taxable income of the
dimanfaatkan didasarkan atas tingkat dan waktu dari subsequent reporting period. This forecast is based
penghasilan kena pajak yang ditaksirkan untuk periode on the Group’s past results and future expectations
pelaporan berikutnya. Taksiran ini berdasarkan hasil on revenues and expenses as well as future tax
pencapaian Grup di masa lalu dan ekspektasi di masa planning strategies. However, there is no assurance
depan terhadap pendapatan dan beban, sebagaimana that the Group will generate sufficient taxable income
juga dengan strategi perencanaan perpajakan di masa to allow all or part of the deferred tax assets to be
depan. Namun, tidak terdapat kepastian bahwa Grup utilised.
dapat menghasilkan penghasilan kena pajak yang
cukup untuk memungkinkan penggunaan sebagian
atau seluruh bagian dari aset pajak tangguhan
tersebut.
4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS
31/12/2019 31/12/2018*)
Kas 1,658,190 2,126,266 Cash on hand

Bank 279,118,748 240,533,657 Cash in banks
Deposito berjangka 18,571,915 10,415,076 Time deposits
299,348,853 253,074,999
a. Kas a. Cash on hand
31/12/2019 31/12/2018*)
Rupiah 1,311,724 1,933,475 Rupiah

Dolar AS 80,728 67,863 US Dollars
Mata uang asing lainnya 265,738 124,928 Other foreign currencies
1,658,190 2,126,266
*)


Laporan Keuangan
Financial Report
4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
b. Bank b. Cash in banks
31/12/2019 31/12/2018*)
Pihak berelasi (Catatan 46) 202,392,162 187,116,489 Related parties (Note 46)
Pihak ketiga Third parties
PT Bank Central Asia Tbk 25,731,882 9,201,869 PT Bank Central Asia Tbk
Hana Bank 10,531,875 198,902 Hana Bank
Citibank N.A. 8,799,277 12,354,081 Citibank N.A.
Lainnya (masing-masing dibawah Other (below
USD 6,5 juta) 31,663,552 31,662,316 USD 6.5 million)
279,118,748 240,533,657
c. Deposito berjangka c. Time deposits
31/12/2019 31/12/2018*)
PT Bank Muamalat Indonesia Tbk 2,672,958 1,772,724 PT Bank Muamalat Indonesia Tbk
PT Bank Tabungan Pensiunan PT Bank Tabungan Pensiunan
Nasional Tbk 1,227,965 1,808,796 Nasional Tbk
PT Bank Bukopin Tbk 787,546 1,415,648 PT Bank Bukopin Tbk
PT Bank Maybank Indonesia Tbk 406,747 800,000 PT Bank Maybank Indonesia Tbk
18,571,915 10,415,076
Tingkat suku bunga deposito berjangka per tahun Interest rates per annum on time deposits are as follows:
31/12/2019 31/12/2018
Rupiah 5.00% - 7.75% 5.50% - 8.25% Rupiah

Dolar AS 1.50% - 2.75% 2.25% - 3.00% US Dollars
Kas dan setara kas berdasarkan mata uang: Cash and cash equivalents by currency:
31/12/2019 31/12/2018 *)
Dolar AS 202,002,600 161,692,603 US Dollars

Rupiah 71,015,407 52,077,221 Rupiah
Renminbi China 7,727,627 12,623,965 Chinese Renminbi
Yen Jepang 6,113,750 8,751,589 Japanese Yen
Mata uang lainnya 12,489,469 17,929,621 Other currencies
299,348,853 253,074,999
*)


5. PIUTANG USAHA 5. TRADE RECEIVABLES
a. Berdasarkan debitur a. By debtors
31/12/2019 31/12/2018*)

Jasa penerbangan Airlines services
Agen penumpang 23,789,329 40,607,659 Passenger agents
Agen kargo 9,677,347 19,090,392 Cargo agents
Kartu kredit dan kartu debit 5,947,146 12,116,759 Credit cards and debit cards
Perusahaan penerbangan 5,701,474 14,931,107 Airlines
Lain-lain 1,347,882 3,860,668 Others
Non jasa penerbangan 215,273,461 150,349,790 Non airlines services
261,736,639 240,956,375
Cadangan kerugian penurunan nilai (25,764,889) (18,160,454) Allowance for impairment loss
235,971,750 222,795,921
249,856,417 286,498,234
b. Berdasarkan mata uang b. By currency
31/12/2019 31/12/2018*)

Rupiah 54,334,543 138,150,766 Rupiah
Yen Jepang 5,724,487 5,206,807 Japanese Yen
Renminbi China 2,056,928 3,062,429 Chinese Renminbi
Mata uang lainnya 14,360,391 18,364,068 Other currencies
275,621,306 304,658,688
Cadangan kerugian penurunan nilai (25,764,889) (18,160,454) Allowance for impairment loss
249,856,417 286,498,234
Analisis umur piutang usaha adalah sebagai berikut The aging analysis of trade receivables is as follow:
31/12/2019 31/12/2018*)
Belum jatuh tempo 101,244,185 108,634,429 Not yet due

Jatuh tempo Past due
1 - 60 hari 39,211,640 98,994,030 1 - 60 days
61 - 180 hari 54,755,668 23,625,588 61 - 180 days
181 - 360 hari 34,377,840 33,249,512 181 - 360 days
> 360 hari 20,267,084 21,994,675 > 360 days
249,856,417 286,498,234
Pada tanggal 31 Desember 2019, piutang usaha sebesar As at 31 December 2019, trade receivables of
USD 148.612.232 (31 Desember 2018: USD 177.863.805) USD 148,612,232 (31 Desember 2018: USD 177,863,805)
telah lewat jatuh tempo namun tidak mengalami penurunan were past due but not impaired since the Group believes
nilai karena Grup berkeyakinan bahwa piutang usaha dapat that the trade receivables are fully collectible. The Group
ditagih seluruhnya. Grup memiliki proses standar untuk has a standard process for customer acceptance and
penerimaan pelanggan dan penelaahan kinerja pelanggan regular review of their performance.
secara berkala.
Eksposur maksimum risiko kredit pada tanggal pelaporan The maximum exposure to credit risk at the reporting date
adalah sebesar nilai tercatat masing-masing kategori is the carrying value of each class of receivable mentioned
piutang yang disebutkan di atas. above.
*)


Laporan Keuangan
Financial Report
5. PIUTANG USAHA (lanjutan) 5. TRADE RECEIVABLES (continued)
Mutasi cadangan kerugian penurunan nilai: Changes in the allowance for impairment loss:
31/12/2019 31/12/2018*)
Saldo awal 18,160,454 16,214,773 Beginning balance

Penambahan 8,122,170 2,420,027 Addition
Pemulihan (28,648) (146,271) Recovery
Dilusi saham GA (755,256) - Dilution in GA's shares
Penyesuaian translasi 266,169 (328,075) Translation adjustment
Saldo akhir 25,764,889 18,160,454 Ending balance
Manajemen berpendapat bahwa cadangan kerugian Management believes that the allowance for impairment
penurunan nilai atas piutang kepada pihak ketiga adalah losses from third parties is adequate. For receivables from
cukup. Untuk piutang usaha dari PT Sriwijaya Air, PT Sriwijaya Air, management has obtained trade
manajemen telah mendapatkan komitmen berkaitan dengan receivable payment schedule for the next six months and
jadwal pembayaran piutang usaha selama enam bulan entered fiduciary binding arrangements for certain of PT
kedepan dan melakukan pengikatan fidusia atas aset tetap Sriwijaya Air’s fixed assets. No allowance for impairment
tertentu milik PT Sriwijaya Air. Tidak terdapat cadangan loss was provided on receivables from related parties, as
kerugian penurunan nilai atas piutang kepada pihak berelasi management believes that all such receivables are
karena manajemen berpendapat piutang tersebut dapat collectible.
ditagih.
6. PIUTANG LAIN-LAIN 6. OTHER RECEIVABLES
31/12/2019 31/12/2018*)
PT Sriwijaya Air 40,257,510 - PT Sriwijaya Air

Piutang pegawai 4,612,240 4,496,794 Employee receivables
PT Asuransi Jasa Indonesia (Catatan 46) 6,562,788 6,524,331 PT Asuransi Jasa Indonesia (Note 46)
Lain-lain 15,106,402 6,059,050 Others
66,538,940 17,080,175
Cadangan kerugian penurunan nilai (28,872,342) (385,360) Allowance for impairment loss
37,666,598 16,694,815
Piutang dari PT Sriwijaya Air merupakan piutang yang Receivable from PT Sriwijaya Air mainly represent
timbul dari perjanjian kerja sama manajemen (lihat Catatan receivables arising from the joint management agreement
48i). (see Note 48i).
Piutang dari PT Asuransi Jasa Indonesia (Jasindo) Receivable from PT Asuransi Jasa Indonesia (Jasindo) is
merupakan kelebihan premi yang dibayarkan Perusahaan the excess premium paid by the Company to Jasindo.
ke Jasindo.
Penurunan nilai piutang lain-lain terutama terdiri atas Provision for impairment of other receivables mainly
piutang dari PT Sriwijaya Air dan beberapa pelanggan consists of receivables from PT Sriwijaya Air and several
lainnya dimana Grup tidak memiliki jaminan atas saldo other customers for which the Group does not have any
piutang tersebut. collateral over those balances.
Manajemen berpendapat bahwa cadangan kerugian Management believes that the allowance for impairment
penurunan nilai atas piutang lain-lain adalah cukup. losses for other receivables is adequate.
*)


7. PERSEDIAAN 7. INVENTORIES
31/12/2019 31/12/2018*) 01/01/2018*)
Suku cadang 167,161,925 143,081,828 94,989,166 Spare parts

Jasa boga 12,312,528 13,314,538 13,758,283 Catering
Lain-lain 6,420,856 5,878,876 5,365,951 Others
185,895,309 162,275,242 114,113,400

Penyisihan penurunan
nilai persediaan (18,150,978) (13,386,221) (5,562,353) Allowance for decline in value
167,744,331 148,889,021 108,551,047
Mutasi penyisihan penurunan nilai persediaan adalah sebagai Changes in the allowance for decline in value of
berikut: inventories are as follows:
31/12/2019 31/12/2018*) 01/01/2018
Saldo awal 13,386,221 5,562,353 2,684,523 Beginning balance

Penambahan 4,764,757 7,826,075 2,878,877 Addition
Pemulihan - (2,207) (1,047) Recovery
Saldo akhir 18,150,978 13,386,221 5,562,353 Ending balance

*)
Manajemen berpendapat bahwa penyisihan penurunan nilai Management believes that the allowance for decline in
persediaan tersebut cukup untuk menutup kerugian yang value of inventories is adequate to cover possible losses
mungkin timbul dari penurunan nilai persediaan. on the decline in inventory value.
Persediaan Grup telah diasuransikan kepada PT Beringin The inventories of the Group were insured with PT Beringin
Sejahtera Artamakmur, pihak berelasi, terhadap risiko Sejahtera Artamakmur, a related party, against fire and
kebakaran dan risiko lainnya berdasarkan suatu paket polis other risks under pool policies with total sum insured of
dengan nilai pertanggungan sebesar USD 114.643.675 USD 114,643,675 (31 December 2018:
(31 Desember 2018: USD 88.525.421). Manajemen USD 88,525,421). Management believes that the
berpendapat bahwa nilai pertanggungan tersebut cukup insurance coverage is adequate to cover possible losses
untuk menutup kemungkinan kerugian atas persediaan yang on the inventories insured.
dipertanggungkan.
Persediaan PT Aerofood Indonesia (ACS), entitas anak, Inventory of PT Aerofood Indonesia (ACS), a subsidiary,
digunakan sebagai jaminan untuk pinjaman fasilitas kredit was used as collateral for the long-term loan credit facility
pinjaman jangka panjang dari PT Bank Rakyat Indonesia from PT Bank Rakyat Indonesia (Persero) Tbk (BNI) (Note
(Persero) Tbk (BRI) (Catatan 24). 24).
8. UANG MUKA DAN BEBAN DIBAYAR DIMUKA 8. ADVANCES AND PREPAID EXPENSES
31/12/2019 31/12/2018*)
Sewa pesawat 113,341,978 70,655,955 Aircraft rental

Sewa dibayar dimuka 79,752,146 90,045,815 Prepaid rental
Uang muka perawatan pesawat 33,827,778 11,721,018 Advance for aircraft maintenance
Suku cadang 9,451,640 32,569,030 Spare parts
Lain-lain 13,429,620 21,893,369 Others
249,803,162 226,885,187
*)


Laporan Keuangan
Financial Report
9. PERPAJAKAN 9. TAXATION
a. Pajak dibayar di muka a. Prepaid taxes
31/12/2019 31/12/2018
Pajak penghasilan badan: Corporate income taxes:

Perusahaan The Company
Tahun 2019 1,201,888 - Year 2019
Tahun 2018 1,380,179 1,384,736 Year 2018
Tahun 2017 - 1,516,844 Year 2017
2,582,067 2,901,580
Tahun 2019 6,554,564 - Year 2019
Tahun 2018 2,617,581 5,131,999 Year 2018
Tahun 2017 - 6,776,399 Year 2017
Tahun 2016 191 172,491 Year 2016
Tahun 2015 7,115 6,830 Year 2015
Tahun 2014 - 311,259 Year 2014
9,179,451 12,398,978
11,761,518 15,300,558
Pajak lain-lain: Other taxes:

Pajak Pertambahan Nilai - 563,321 Value Added Tax

Pajak Pertambahan Nilai 10,016,361 8,349,871 Value Added Tax
Pajak lain-lain 3,409,901 108 Other taxes
13,426,262 8,349,979
13,426,262 8,913,300
b. Utang pajak b. Taxes payable
31/12/2019 31/12/2018*)
Pajak penghasilan badan: Corporate income taxes:

Pajak penghasilan: Income taxes:
Pasal 29 1,500,235 470,555 Article 29
Pajak lain-lain: Other taxes:

Pajak penghasilan: Income taxes:
Pasal 21 3,085,935 4,431,402 Article 21
Pasal 22 59,661 30,885 Article 22
Pasal 4(2) 334,384 145,391 Article 4 (2)
Pasal 23 8,914,624 3,538,256 Article 23
Pasal 26 6,045,677 3,109,138 Article 26
Pajak Pertambahan Nilai 110,641,080 32,337,775 Value Added Taxes
Pajak lain-lain 257,807 181,097 Other taxes
129,339,168 43,773,944
*)


9. PERPAJAKAN (lanjutan) 9. TAXATION (continued)
b. Utang pajak (lanjutan) b. Taxes payable (continued)
31/12/2019 31/12/2018*)
Pajak lain-lain: (lanjutan) Other taxes: (continued)

Pajak penghasilan Income taxes
Pasal 21 1,641,006 3,104,906 Article 21
Pasal 23 610,631 700,791 Article 23
Pasal 25 108,010 141,678 Article 25
Pasal 4 (2) 266,136 172,384 Article 4 (2)
Pasal 26 481,062 66,151 Article 26
Pajak Pertambahan Nilai 1,739,177 3,912,836 Value Added Taxes
Pajak lain-lain 1,899,988 2,912,883 Other taxes
6,746,010 11,011,629
136,085,178 54,785,573
c. (Beban)/manfaat pajak penghasilan c. Income tax (expense)/benefit
2019 2018*)
Pajak kini Current tax

Perusahaan - - The Company
Entitas anak (5,562,936) (15,421,713) Subsidiaries
(5,562,936) (15,421,713)
Pajak tangguhan Deferred tax

Perusahaan (19,981,712) 60,535,097 The Company
Entitas anak (18,566,052) 12,729,202 Subsidiaries
(38,547,764) 73,264,299
Penyesuaian periode lalu Prior period adjustment

Entitas anak (1,691,968) (338,661) Subsidiaries
(45,802,668) 57,503,925
Rekonsiliasi antara pajak atas laba/(rugi) sebelum Tax reconciliation between the Group’s consolidated
pajak konsolidasian Grup dengan jumlah teoritis pajak profit/(loss) before tax with the theoretical tax amount
dengan menggunakan rata-rata tertimbang tarif pajak using the weighted average tax rate applicable to
terhadap laba pada entitas konsolidasian adalah profits on the consolidated entities is as follows:
sebagai berikut:
2019 2018*)
Laba/(rugi) konsolidasian sebelum Consolidated profit/(loss) before

pajak penghasilan 52,260,433 (286,393,449) income tax
Pajak dihitung dengan Tax calculated

tarif pajak yang berlaku 12,556,999 (73,930,827) at applicable tax rate
Dampak pajak atas: Tax effects of:

- Beban yang tidak dapat dikurangkan 25,154,839 18,799,072 Non-deductible expenses -
- Sewa pembiayaan (4,107,017) (4,270,259) Finance lease -
- Penghasilan yang dikenakan
pajak penghasilan final (2,772,760) (2,511,883) Income subjected to final income tax -
- Penyesuaian akumulasi Adjustment to accumulated -
rugi pajak 13,278,639 4,071,311 tax losses
- Penyesuaian periode lalu 1,691,968 338,661 Prior period adjustment -
45,802,668 (57,503,925)
*)


Laporan Keuangan
Financial Report
c. (Beban)/manfaat pajak penghasilan (lanjutan) c. Income tax (expense)/benefit (continued)
Rekonsiliasi antara laba/(rugi) sebelum pajak The reconciliations between profit/(loss) before
penghasilan dengan penghasilan kena pajak income tax and the taxable income of the Company is
Perusahaan adalah sebagai berikut: as follows:
2019 2018*)
Laba/(rugi) konsolidasian sebelum Consolidated profit/(loss) before

pajak penghasilan 52,260,433 (286,393,449) income tax
Eliminasi dan penyesuaian (44,159,213) 21,867,917 Eliminations and adjustments
Laba/(rugi) sebelum pajak Profit/(loss) before income tax

penghasilan Perusahaan 8,101,220 (264,525,532) attributable to the Company
Perbedaan temporer: Temporary differences:

Beban penyisihan piutang Allowance for impairment losses
ragu-ragu 26,342,747 (154,612) of accounts receivable
Beban penyisihan penurunan Allowance for decline in value
nilai persediaan 19,473 1,060,944 of inventories
Beban penyusutan (63,336,127) (52,120,748) Depreciation expense
Aset pemeliharaan 131,917,936 61,242,372 Maintenance assets
Beban penyisihan penurunan Allowance for impairment
nilai aset 759,132 3,020,276 of assets
Beban imbalan pasca kerja 6,515,772 (2,028,344) Post employment benefits
102,218,933 11,019,888
Perbedaan permanen: Permanent differences:
Sewa pembiayaan (16,109,282) (16,791,897) Lease liabilities
Penghasilan yang dikenakan
pajak penghasilan final (8,822,390) (16,432,496) Income subjected to final income tax
Beban yang tidak dapat dikurangkan 60,139,088 41,966,006 Non-deductible expenses
35,207,416 8,741,613
Penghasilan/(rugi) neto pajak Net taxable profit/(loss)

Perusahaan 145,527,569 (244,764,031) of the Company
Dikurangi: Less:
Rugi pajak tahun Available prior
Sebelumnya yang tersedia (487,694,260) (256,573,784) years tax losses
Penyesuaian akumulasi Adjustment accumulated
rugi pajak 36,618,210 13,643,555 tax losses
Akumulasi rugi pajak Perusahaan (305,548,481) (487,694,260) Accumulated taxable loss of the Company
Perhitungan pajak penghasilan dan utang pajak The computations of income tax - current and income
penghasilan adalah sebagai berikut: tax payable are as follows:
31/12/2019 31/12/2018*)
Beban pajak penghasilan - kini Income tax expense - current

- Perusahaan - - The Company -
- Entitas anak (5,562,936) (15,421,713) Subsidiaries -
(5,562,936) (15,421,713)
Dikurangi pembayaran
pajak penghasilan Less payments of income taxes
- Perusahaan (1,201,888) (1,384,736) The Company -
- Entitas anak (10,617,265) (20,083,157) Subsidiaries -
(11,819,153) (21,467,893)
*)


c. (Beban)/manfaat pajak penghasilan (lanjutan) c. Income tax (expense)/benefit (continued)
31/12/2019 31/12/2018
Utang pajak penghasilan Corporate income tax payable

badan Pasal 29 Article 29
- Entitas anak (1,500,235) (470,555) Subsidiaries -
Lebih bayar pajak penghasilan Overpayment of corporate

badan Pasal 28A income tax Article 28A
- Perusahaan 1,201,888 1,384,736 The Company -
- Entitas anak 6,554,564 5,131,999 Subsidiaries -
7,756,452 6,516,735
Dalam laporan keuangan konsolidasian ini, jumlah In these consolidated financial statements, the
penghasilan kena pajak didasarkan atas perhitungan amount of taxable income is based on preliminary
sementara, karena Perusahaan dan entitas anak calculations, as the Company and its subsidiaries
belum menyampaikan Surat Pemberitahuan Tahunan have not yet submitted their corporate income tax
pajak penghasilan badan pada saat penerbitan laporan returns when these consolidated financial statements
keuangan konsolidasian. were issued.
d. Aset dan liabilitas pajak tangguhan d. Deferred tax assets and liabilities
Aset dan liabilitas pajak tangguhan pada tanggal The deferred tax assets and liabilities as at
31 Desember 2019, 2018 dan 1 Januari 2018 adalah 31 December 2019, 2018 and 1 January 2018 are as
(Dibebankan)/ Diakui di
dikredikan penghasilan
ke laporan komprehensif
laba rugi/ lain/ Penjabaran
(Charged)/ Recognised laporan Dilusi
credited in other keuangan/ saham GA/
to profit or loss comprehensive Translation Dilution in
01/01/2019 for the period income adjustment GA's shares 31/12/2019

Piutang usaha 3,778,989 6,585,687 - - - 10,364,676 Trade receivables
Persediaan 643,583 4,868 - - - 648,451 Inventories
Aset tetap (97,207,889) (15,834,032) (1,631,176) - - (114,673,097) Fixed assets
Other non-current
Aset tidak lancar lain-lain 9,255,658 189,783 - - - 9,445,441 assets
Liabilitas estimasi biaya Estimated liability
pengembalian dan for aircraft return and
pemeliharaan pesawat 36,993,042 32,979,484 - - - 69,972,526 maintenance cost
Liabilities for
Liabilitas imbalan kerja 7,038,669 1,628,943 1,979,011 - - 10,646,623 employee benefits
Rugi pajak 121,923,565 (45,536,445) - - - 76,387,120 Tax losses

Piutang usaha 4,201,096 3,296,560 - 26,842 (188,860) 7,335,638 Trade receivables
Persediaan 3,369,156 646,293 - - - 4,015,449 Inventories
Aset tetap (19,907,106) (2,381,051) (335,325) (217,294) 1,208,965 (21,631,811) Fixed assets
Other non-current
Aset tidak lancar lain-lain 13,872 (47,731) - - - (33,859) assets
pemeliharaan pesawat 8,618,220 (522,768) - - - 8,095,452 maintenance cost
Liabilities for
Liabilitas imbalan kerja 19,066,623 1,207,850 618,678 252,813 (3,924,204) 17,221,760 employee benefits
Rugi pajak 26,751,996 (20,633,980) - 75,582 - 6,193,598 Tax losses
Akrual lainnya 357,045 (131,225) - (172) (86,767) 138,881 Other accruals
Total 124,896,519, (38,547,764) 631,188 137,771 (2,990,866) 84,126,848 Total
Terdiri dari: Consist of:

Aset pajak tangguhan 125,685,183 85,066,368 Deferred tax asset
Liabilitas pajak Deferred tax
tangguhan (788,664) (939,520) liabilities
*)


Laporan Keuangan
Financial Report
d. Aset dan liabilitas pajak tangguhan (lanjutan) d. Deferred tax assets and liabilities (continued)
Dikreditkan/ Diakui di
(dibebankan) penghasilan
ke laporan komprehensif
laba rugi/ lain/ Penjabaran
Credited/ Recognised laporan
(charged) in other keuangan/
to profit or loss comprehensive Translation
01/01/2018 for the period income adjustment 31/12/2018*)

Piutang usaha 3,817,642 (38,653) - - 3,778,989 Trade receivables
Persediaan 378,347 265,236 - - 643,583 Inventories
Aset tetap (74,496,511) (13,030,187) (9,681,191) - (97,207,889) Fixed assets
Other non-current
Aset tidak lancar lain-lain 8,500,589 755,069 - - 9,255,658 assets
pemeliharaan pesawat 21,682,449 15,310,593 - - 36,993,042 maintenance cost
Liabilities for
Liabilitas imbalan kerja 9,825,043 (507,086) (2,279,288) - 7,038,669 employee benefits
Rugi pajak 64,143,440 57,780,125 - - 121,923,565 Tax losses

Piutang usaha 4,174,988 118,232 - (92,124) 4,201,096 Trade receivables
Persediaan 1,671,401 1,697,755 - - 3,369,156 Inventories
Aset tetap (17,149,675) (169,391) (3,031,539) 443,499 (19,907,106) Fixed assets
Other non-current
Aset tidak lancar lain-lain (14,223) 28,095 - - 13,872 assets
pemeliharaan pesawat 8,165,570 452,650 - - 8,618,220 maintenance cost
Liabilities for
Liabilitas imbalan kerja 20,456,707 78,259 (817,857) (650,486) 19,066,623 employee benefits
Rugi pajak 16,229,337 10,604,871 - (82,212) 26,751,996 Tax losses
Akrual lainnya 440,960 (81,269) - (2,646) 357,045 Other accruals
Total 67,826,064 73,264,299 (15,809,875) (383,969) 124,896,519 Total
Terdiri dari: Consist of:

Aset pajak tangguhan 69,511,409 125,685,183 Deferred tax asset
Liabilitas pajak Deferred tax
tangguhan (1,685,345) (788,664) liabilities
*)
Manajemen berkeyakinan bahwa kemungkinan Management believes it is probable that future

penghasilan kena pajak di masa depan akan tersedia taxable income would be available against which the
dan rugi fiskal yang diakui akan dapat dimanfaatkan. tax loss carried forward could be utilised.
e. Pengampunan pajak e. Tax amnesty
Perusahaan, GMFAA, CI dan ASI mengikuti program The Company, GMFAA, CI and ASI participated in tax
pengampunan pajak dan telah menyampaikan Surat amnesty program and had submitted Asset
Pernyataan Harta (SPH) kepada Menteri Keuangan Declaration Letter (SPH) to Finance Minister of
Republik Indonesia. Perusahan dan entitas anak Republic of Indonesia. The Company and certain of
tertentu telah menerima Surat Keterangan its subsidiaries have obtained the Certificate of Tax
Pengampunan Pajak pada bulan April 2017. Tidak Amnesty in April 2017. There are no tax amnesty
terdapat liabilitas pengampunan pajak. liabilities recorded.


f. Administrasi pajak f. Tax administration
Berdasarkan Undang-Undang Perpajakan yang Under the taxation laws of Indonesia, companies
berlaku di Indonesia, entitas-entitas di dalam Grup within the Group which are domiciled in Indonesia
yang berdomisili di Indonesia menghitung dan calculate and pay tax on the basis of self assessment.
membayar sendiri jumlah pajak yang terutang. The Tax Office may assess or amend taxes within five
Direktorat Jendral Pajak dapat menetapkan atau years of the time the tax becomes due.
mengubah pajak dalam batas waktu lima tahun saat
terutangnya pajak.
10. DANA CADANGAN PEMELIHARAAN PESAWAT DAN 10. MAINTENANCE RESERVE FUND AND SECURITY
UANG JAMINAN DEPOSITS
31/12/2019 31/12/2018*)
Dana cadangan pemeliharaan pesawat 1,615,182,040 1,536,720,746 Aircraft maintenance reserve funds
Uang jaminan sewa operasi 116,378,396 129,418,000 Operating lease security deposits
1,731,560,436 1,666,138,746
*)
Nilai wajar dana cadangan pemeliharaan pesawat dan uang Fair value of the maintenance reserve fund and security
jaminan diungkapkan pada Catatan 50. deposits is disclosed in Note 50.
11. UANG MUKA PEMBELIAN PESAWAT 11. ADVANCES FOR PURCHASE OF AIRCRAFT
Akun ini merupakan uang muka pembelian pesawat Boeing This account represents advances for purchases of Boeing
B737 MAX 8, Airbus A330-900neo, Airbus A320-200, Airbus B737 MAX 8, Airbus A330-900neo, Airbus A320-200,
A330-800, ATR 72-600, serta mesin pesawat. Rincian atas Airbus A330-800, ATR 72-600, and aircraft engines.
perjanjian tersebut telah diungkapkan dalam Catatan 48. Details of related agreements is disclosed in Note 48.
Berikut dengan rincian uang muka pembelian pesawat: Below are the details of advances for purchase of aircraft:
31/12/2019 31/12/2018

Penambahan 14,564,589 3,130,300 Additions
Pengembalian (3,546,050) (3,713,019) Refunds
12. INVESTASI PADA ENTITAS ASOSIASI 12. INVESTMENT IN ASSOCIATES
Persentase
Tempat kepemilikan/
Bidang usaha/ kedudukan/ Percentage of
Main business Domicile Ownership 31/12/2019 31/12/2018
% USD USD
PT Gapura Angkasa Jasa groundhandling/
Groundhandling services Jakarta 45.62 *) 23,208,175 -
PT Aeroprima Jasa boga pesawat/
Aircraft catering services Jakarta 40.00 692,517 627,991
PT Aeronurti Catering Jasa boga pesawat/
Services Aircraft catering services Jakarta 45.00 45,013 45,013
23,945,705 673,004
*) *)
Kepemilikan saham Perusahaan terdilusi dari 58,75% menjadi The Company’s shares ownership was diluted from 58.75% to
45,62% di tahun 2019 (Catatan 56). 45.62% in 2019 (Note 56).
Entitas asosiasi yang dimiliki oleh Grup seluruhnya The associates of the Group are operating exclusively in
beroperasi di Indonesia. Seluruh entitas asosiasi di atas Indonesia. All of the above associates are accounted for
dicatat dengan menggunakan metode ekuitas dalam using the equity method in these consolidated financial
laporan keuangan konsolidasian ini. statements.


Laporan Keuangan
Financial Report
12. INVESTASI PADA ENTITAS ASOSIASI (lanjutan) 12. INVESTMENT IN ASSOCIATES (continued)
Ringkasan informasi keuangan PT Gapura Angkasa untuk Summarised financial information of PT Gapura Angkasa
tahun yang berakhir pada 31 Desember 2019 adalah for the year ended 31 December 2019 is as follows:
sebagai berikut:
31/12/2019
Jumlah aset 98,060,019 Total assets
Jumlah liabilitas 46,925,786 Total liabilities
Aset bersih 51,134,233 Net assets
Pendapatan usaha 130,414,907 Operating revenue

Beban usaha (132,101,132) Operating expense
Pendapatan lainnya 1,218,936 Other operating income
Rugi sebelum pajak (467,289) Loss before tax

Beban pajak (1,002,796) Tax expense
Rugi tahun berjalan (1,470,085) Loss for the year
13. PROPERTI INVESTASI 13. INVESTMENT PROPERTIES
31/12/2019 31/12/2018

Keuntungan atas revaluasi 3,102,260 15,186,712 Gain on revaluation
Reklasifikasi (Catatan 14) (526,104) (1,460,600) Reclassification (Note 14)
Translasi 225,419 (4,425) Translation
Pada tanggal 31 Desember 2019 dan 2018, Grup memiliki As at 31 December 2019 and 2018, the Group has
properti investasi berupa tanah dan bangunan. investment properties in the form of land and buildings.
Penilaian atas nilai wajar properti investasi dilakukan oleh The revaluation of investment properties was performed by
penilai independen, KJPP Iskandar & Rekan dalam independent appraisers, KJPP Iskandar & Rekan as stated
laporannya tertanggal 18 Februari 2020. KJPP Iskandar & in report dated 18 February 2020. KJPP Iskandar & Rekan
Rekan adalah penilai independen yang terdaftar di OJK. are independent appraisers and registered in OJK. The
Penilaian aset tetap menggunakan informasi pada tanggal revaluation of fixed assets used the financial information
31 Desember 2019. as at 31 December 2019.
Berdasarkan laporan tersebut, penilaian dilakukan sesuai Based on the appraisal reports the valuation was
dengan Standar Penilaian Indonesia (SPI) yang ditentukan performed in accordance with the Indonesian Appraisal
berdasarkan transaksi terkini dalam ketentuan yang wajar Standards (SPI), referring to recent arm’s length market
dan Peraturan Bapepam-LK No. VIII.C.4 tentang pedoman transaction and Bapepam-LK’s Regulation No. VIII.C.4.
penilaian dan penyajian laporan penilaian aset di pasar regarding valuation and presentation of asset valuation
modal. Metode penilaian yang digunakan adalah report in capital markets. Appraisal method was based on
pendekatan nilai pasar dan biaya. Pendekatan dengan nilai the market and cost approach. An approach with market
pasar menggunakan data harga penawaran atau transaksi value uses offer or transaction price data from comparable
dari properti pembanding yang sejenis dan sebanding properties of a kind and is comparable to the available
dengan obyek penilaian yang tersedia. Pendekatan biaya valuation objects. The cost approach is used to assess
digunakan untuk menilai properti selain tanah, yaitu dengan property other than land, namely by estimating new
melakukan estimasi biaya pengganti baru berdasarkan replacement costs based on prevailing market prices and
harga pasar yang berlaku dan menghitung jumlah calculating the amount of depreciation from the valuation
penyusutan dari obyek penilaian. object
Selisih nilai wajar aset dengan nilai tercatat, dibukukan The difference between the fair value and carrying amount
sebagai keuntungan atas revaluasi properti investasi. Nilai of the asset is recorded as gain on revaluation of
wajar properti investasi Grup dikategorikan sebagai Level 2, investment properties. The Group’s investment properties
dan tidak ada perpindahan Level 1 dan 2 selama periode fair value is categorised as Level 2, and there were no
berjalan. transfers between Level 1 and Level 2 during the period.

643

(Dinyatakan dalam US Dollars, kecuali dinyatakan lain) (Expressed in US Dollars, unless otherwise stated)
14. ASET TETAP 14. FIXED ASSETS
Total sebelum
Penjabaran penyesuaian
Dilusi laporan revaluasi/ Surplus
saham GA/ keuangan/ Total before revaluasi/
Penambahan/ Pengurangan/ Reklasifikasi/ Dilution Translation revaluation Revaluations
01/01/2019 Additions Deductions Reclassification GA's shares adjustment adjustment surplus 31/12/2019
Biaya perolehan/revaluasi: Acquisition cost/revaluation:
Aset pesawat Aircraft assets
Pemilikan langsung Direct acquisition
Rangka pesawat 52,658,134 8,941,335 (258,461) (4,907,502) - - 56,433,506 (6,952,353) 49,481,153 Airframes
Mesin 122,805,881 25,697,227 - (15,538,217) - - 132,964,891 3,502,110 136,467,001 Engines
Simulator 97,984,714 28,919 - - - - 98,013,633 - 98,013,633 Simulators
Rotable parts 180,795,560 46,289,496 - - - - 227,085,056 - 227,085,056 Rotable parts
Aset pemeliharaan Maintenance assets
Rangka pesawat 71,440,371 26,419,590 (1,404,626) - - - 96,455,335 - 96,455,335 Airframes
Mesin 166,005,323 225,007,223 (27,301,784) - - - 363,710,762 - 363,710,762 Engines
Aset dalam penyelesaian 303,153 6,766,121 - - - - 7,069,274 - 7,069,274 Assets under construction
Aset sewa pembiayaan Leased assets
Rangka pesawat 113,228,095 - - - - - 113,228,095 - 113,228,095 Airframes
Mesin 57,388,210 3,893,635 (4,282,610) - - - 56,999,235 - 56,999,235 Engines
Pengembangan aset sewa 86,680,672 1,965,410 (522,761) - - - 88,123,321 - 88,123,321 Leasehold improvement
Aset non-pesawat Non aircraft assets
Peralatan 252,815,481 16,997,632 (1,078,229) 52,610 (2,721,016) 1,191,687 267,258,165 - 267,258,165 Equipment
Perangkat keras 40,096,933 1,819,242 - - (1,647,868) (51,824) 40,216,483 - 40,216,483 Hardware
Kendaraan 82,562,021 1,679,774 (3,148,091) 51,166 (54,930,281) 2,614,292 28,828,881 - 28,828,881 Vehicles
Mesin 25,582,803 6,829,132 (218,811) 128,484 - 670,289 32,991,897 - 32,991,897 Engines
Instalasi 7,855,120 102,133 (132,577) 1,989 (260,157) 352,560 7,919,068 - 7,919,068 Installation
Tanah 183,190,850 - - 489,912 (3,805,985) 2,097,334 181,972,111 18,395,761 200,367,872 Land
Bangunan 124,302,181 2,375,981 (425,585) (4,694,851) - 561,795 122,119,521 10,969,477 133,088,998 Buildings
Aset dalam penyelesaian 4,308,899 3,598,415 - (438,195) (88,076) 164,481 7,545,524 - 7,545,524 Assets under construction
Kendaraan 1,565,898 - (470,594) - - 96,376 1,191,680 - 1,191,680 Vehicles
Pengembangan aset sewa Leasehold improvement
Bangunan 22,048,213 597,766 - 105,534 (2,071,904) 332,771 21,012,380 - 21,012,380 Buildings
Bangun, kelola, alih Building, operate, transfer
Bangunan 586,756 - - - - 24,482 611,238 - 611,238 Buildings
Mesin 116,435 - - - - 4,859 121,294 - 121,294 Engines
Instalasi 95,660 - - - - 3,991 99,651 - 99,651 Installation
Annual Report 2019

1,694,417,363 379,009,031 (39,244,129) (24,749,070) (65,525,287) 8,063,093 1,951,971,001 25,914,995 1,977,885,996
Laporan Tahunan 2019

14. ASET TETAP (lanjutan) 14. FIXED ASSETS (continued)
Total sebelum
Dilusi laporan revaluasi/ Surplus
saham GA/ keuangan/ Total before revaluasi/
Penambahan/ Pengurangan/ Reklasifikasi/ Dilution Translation revaluation Revaluations
01/01/2019 Additions Deductions Reclassification GA's shares adjustment adjustment surplus 31/12/2019
Akumulasi depresiasi: Accumulated depreciation:
Rangka pesawat (44,750) (6,728,336) 258,461 4,449,927 - - (2,064,698) - (2,064,698) Airframes
Mesin - (19,457,551) - 14,195,965 - - (5,261,586) - (5,261,586) Engines
Simulator (70,354,782) (4,318,394) - - - - (74,673,176) - (74,673,176) Simulators
Rotable parts (141,731,475) (6,663,381) - - - - (148,394,856) - (148,394,856) Rotable parts
Rangka pesawat (30,033,405) (10,406,751) 1,404,626 - - - (39,035,530) - (39,035,530) Airframes
Mesin (83,545,234) (78,808,450) 27,301,784 - - - (135,051,900) - (135,051,900) Engines
Rangka pesawat (28,735,104) (5,020,773) - - - - (33,755,877) - (33,755,877) Airframes
Mesin (23,792,236) (4,323,310) 4,282,610 - - - (23,832,936) - (23,832,936) Engines
Pengembangan aset sewa (50,896,940) (9,853,589) 522,759 - - - (60,227,770) - (60,227,770) Leasehold improvement
Peralatan (205,810,908) (10,971,360) 1,076,151 - 2,224,810 (891,938) (214,373,245) - (214,373,245) Equipment
Perangkat keras (30,703,667) (3,149,601) - - 240,258 (965) (33,613,975) - (33,613,975) Hardware
Kendaraan (55,457,422) (4,469,135) 1,218,988 - 38,496,915 (560,639) (20,771,293) - (20,771,293) Vehicles
Mesin (14,359,965) (2,898,195) 216,022 - - (105,092) (17,147,230) - (17,147,230) Engines
Instalasi (5,257,314) (683,685) 82,223 - 144,294 (85,158) (5,799,640) - (5,799,640) Installation
Bangunan (907,062) (12,434,067) 1,188,784 7,548,627 - (17,411) (4,621,129) - (4,621,129) Buildings
Kendaraan (533,469) (143,934) 150,148 - - (24,904) (552,159) - (552,159) Vehicles
Bangunan (14,609,805) (1,633,756) - - 2,071,904 (117,905) (14,289,562) - (14,289,562) Buildings
Bangunan (575,827) (4,876) - - - (22,400) (603,103) - (603,103) Buildings
Mesin (107,838) (3,504) - - - (4,347) (115,689) - (115,689) Engines
Standing Strong into the Future

Instalasi (95,660) - - - - (3,991) (99,651) - (99,651) Installation
(757,552,863) (181,972,648) 37,702,556 26,194,519 43,178,181 (1,834,750) (834,285,005) - (834,285,005)
Nilai tercatat 936,864,500 1,143,600,991 Net carrying value
644
Financial Report
Laporan Keuangan
645

Total sebelum
laporan revaluasi/ Surplus
keuangan/ Total before revaluasi/
Penambahan/ Pengurangan/ Reklasifikasi/ Translation revaluation Revaluations
01/01/2018 Additions Deductions Reclassification adjustment adjustment surplus 31/12/2018*)
Biaya perolehan/revaluasi: Acquisition cost/revaluation:
Rangka pesawat 60,236,988 2,186,932 (61,804) (20,326,276) - 42,035,840 10,622,294 52,658,134 Airframes
Mesin 92,156,533 25,000,744 (235,251) (36,032,806) - 80,889,220 41,916,661 122,805,881 Engines
Simulator 97,930,214 54,500 - - - 97,984,714 - 97,984,714 Simulators
Rotable parts 172,567,784 7,658,374 - 569,402 - 180,795,560 - 180,795,560 Rotable parts
Rangka pesawat 65,188,605 7,436,712 (1,184,946) - - 71,440,371 - 71,440,371 Airframes
Mesin 86,531,066 82,939,012 (12,896,250) 9,431,495 - 166,005,323 - 166,005,323 Engines
Aset dalam penyelesaian 9,734,648 - - (9,431,495) - 303,153 - 303,153 Assets under construction
Rangka pesawat 113,228,095 - - - - 113,228,095 - 113,228,095 Airframes
Mesin 52,931,254 7,203,369 (2,746,413) - - 57,388,210 - 57,388,210 Engines
Pengembangan aset sewa 84,688,675 1,991,997 - - - 86,680,672 - 86,680,672 Leasehold improvement
Peralatan 268,459,431 10,511,828 (708,364) (23,575,421) (1,871,993) 252,815,481 - 252,815,481 Equipment
Perangkat keras 17,284,062 1,248,676 (5,387,135) 26,921,933 29,397 40,096,933 - 40,096,933 Hardware
Kendaraan 87,504,185 934,057 (46,787) (1,112,721) (4,716,713) 82,562,021 - 82,562,021 Vehicles
Mesin 25,164,497 1,298,734 - 2,389 (882,817) 25,582,803 - 25,582,803 Engines
Instalasi 8,038,320 316,026 - 26,641 (525,867) 7,855,120 - 7,855,120 Installation
Tanah 166,109,948 - - 2,800,521 (6,596,237) 162,314,232 20,876,618 183,190,850 Land
Hak atas tanah 123,590 - - (121,934) (1,656) - - - Land right
Bangunan 134,790,655 723,376 - (10,058,455) (2,737,266) 122,718,310 1,583,871 124,302,181 Buildings
Aset dalam penyelesaian 15,031,396 2,917,633 (7,137,899) (6,462,045) (40,186) 4,308,899 - 4,308,899 Assets under construction
Kendaraan 1,698,864 - - (26,554) (106,412) 1,565,898 - 1,565,898 Vehicles
Bangunan 21,069,780 863,815 - 963,220 (848,602) 22,048,213 - 22,048,213 Buildings
Bangunan 627,164 - - - (40,408) 586,756 - 586,756 Buildings
Mesin 124,454 - - - (8,019) 116,435 - 116,435 Engines
Instalasi 102,248 - - - (6,588) 95,660 - 95,660 Installation
Annual Report 2019

1,581,322,456 153,285,785 (30,404,849) (66,432,106) (18,353,367) 1,619,417,919 74,999,444 1,694,417,363
*) *)

Total sebelum
laporan revaluasi/ Surplus
keuangan/ Total before revaluasi/
Penambahan/ Pengurangan/ Reklasifikasi/ Translation revaluation Revaluations
01/01/2018 Additions Deductions Reclassification adjustment adjustment surplus 31/12/2018*)
Akumulasi penyusutan: Acquisition cost/revaluation:
Rangka pesawat (1,704,864) (18,727,966) 61,805 20,326,275 - (44,750) - (44,750) Airframes
Mesin (2,395,096) (33,872,961) 235,251 36,032,806 - - - - - Engines
Simulator (66,038,584) (4,316,198) - - - (70,354,782) - (70,354,782) Simulators
Rotable parts (135,616,670) (6,114,805) - - - (141,731,475) - (141,731,475) Rotable parts
Rangka pesawat (23,268,760) (7,949,591) 1,184,946 - - (30,033,405) - (30,033,405) Airframes
Mesin (45,066,314) (51,375,170) 12,896,250 - - (83,545,234) - (83,545,234) Engines
Rangka pesawat (23,714,331) (5,020,773) - - - (28,735,104) - (28,735,104) Airframes
Mesin (20,302,247) (6,236,402) 2,746,413 - - (23,792,236) - (23,792,236) Engines
Pengembangan aset sewa (41,768,296) (9,128,644) - - - (50,896,940) - (50,896,940) Leasehold improvement
Peralatan (189,552,199) (10,975,831) 700,321 (7,410,114) 1,426,915 (205,810,908) - (205,810,908) Equipment
Perangkat keras (12,101,318) (2,714,110) 5,387,134 (22,329,974) 1,054,601 (30,703,667) - (30,703,667) Hardware
Kendaraan (85,019,956) (5,034,773) 46,786 30,462,272 4,088,249 (55,457,422) - (55,457,422) Vehicles
Mesin (12,531,374) (2,626,609) - - 798,018 (14,359,965) - (14,359,965) Engines
Instalasi (5,082,815) (677,864) - - 503,365 (5,257,314) - (5,257,314) Installation
Hak atas tanah (109,265) (4,737) - 112,346 1,656 - - - Land right
Bangunan (2,345,258) (11,321,978) - 12,887,711 (127,537) (907,062) - (907,062) Buildings
Kendaraan (378,096) (208,783) - (11,170) 64,580 (533,469) - (533,469) Vehicles
Bangunan (12,843,187) (1,649,157) - (727,853) 610,392 (14,609,805) - (14,609,805) Buildings
Bangunan (612,145) (4,877) - - 41,195 (575,827) - (575,827) Buildings
Mesin (111,826) (3,504) - - 7,492 (107,838) - (107,838) Engines

Instalasi (102,248) - - - 6,588 (95,660) - (95,660) Installation
(680,664,849) (177,964,733) 23,258,906 69,342,299 8,475,514 (757,552,863) - (757,552,863)
Nilai tercatat 900,657,607 936,864,500 Net carrying value
*) *)
646
Financial Report
Laporan Keuangan

DAN UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED
Beban penyusutan yang dibebankan ke dalam laba/(rugi) Depreciation expense charged to profit/(loss) amounted to
sebesar USD 181.972.648 (31 Desember 2018: USD USD 181,972,648 (31 December 2018: USD
177.964.733). 177,964,733).
Pelepasan aset tetap adalah sebagai berikut: Disposal of fixed assets is as follows:
31/12/2019 31/12/2018
Nilai tercatat - 8,043 Net carrying value

Hasil penjualan setelah dikurangi biaya
penjualan 17,775 16,022 Proceeds net of selling expenses
Keuntungan pelepasan Gain on disposal of

aset tetap 17,775 7,979 fixed assets
Penilaian atas nilai wajar aset tetap berupa pesawat yang The revaluation of aircraft presented under separate
disajikan dalam komponen terpisah yang terdiri dari rangka components consisting of airframes and engines, land and
pesawat dan mesin, serta tanah dan bangunan dilakukan buildings was performed by KJPP Iskandar & Rekan as
oleh KJPP Iskandar & Rekan dalam laporannya tertanggal stated in its report dated 18 February 2020. Appraisal
18 Februari 2020. Metode penilaian yang digunakan adalah method was based on the market value and cost approach.
pendekatan nilai pasar dan biaya.
Rincian pesawat, tanah dan bangunan Grup serta informasi Details of the Group’s aircraft, land and building and
mengenai hirarki nilai wajar per 31 Desember 2019 dan information about the fair value hierarchy as at
2018, adalah sebagai berikut: 31 December 2019 and 2018, are as follows:
Level 1/Level 1 Level 2/Level 2 Level 3/Level 3
Tanah - √ - Land
Bangunan - - √ Building
Pesawat - √ - Aircraft
Tidak ada perpindahan antara level 1 dan level 2 selama There was no transfer between level 1 and level 2 during
periode tersebut. the period.
Selisih nilai wajar aset dengan nilai tercatat dikurangi The difference between the fair value and carrying amount
dengan pajak tangguhan, dibukukan pada penghasilan of the assets net of tax, was recorded in other
komprehensif lain dalam ekuitas pada bagian surplus comprehensive income in equity as revaluation reserve.
revaluasi.
Jika pesawat, tanah, dan bangunan dicatat sebesar biaya If aircraft, land, and building were stated at the historical
perolehan, nilai tercatatnya adalah sebagai berikut: cost basis, the carrying amount would be as follows:
31/12/2019 31/12/2018
Pesawat 107,810,299 133,324,615 Aircraft

Tanah 50,860,667 51,221,059 Land
Bangunan 104,675,487 100,708,949 Building
263,346,453 285,254,623
Manajemen berpendapat bahwa tidak ada perbedaan yang Management believes that there is no significant difference
signifikan antara nilai wajar dan nilai tercatat aset, jika aset between the fair value and carrying value of fixed assets,
lainnya (selain pesawat, tanah dan bangunan) diukur if those assets (excluding aircraft, land and building) have
menggunakan nilai wajar. been measured at fair value.


Laporan Keuangan
Financial Report

Aset dalam penyelesaian terdiri dari: Assets under construction consisted of the following:
31/12/2019
Persentase Estimasi
penyelesaian/ penyelesaian/
Nilai tercatat/ Total kontrak/ Percentage of Estimated
Carrying amount Total contract completion completion
USD USD %
Aset pemeliharaan pesawat 7,069,274 10,272,875 59% 2020 Aircraft maintenance assets
Instalasi dan mesin 2,913,553 3,147,136 26% 2020 Machine and installation
Bangunan 4,631,971 12,027,998 32% - 61% 2020 Building
14,614,798 25,448,009
31/12/2018
Persentase Estimasi
penyelesaian/ penyelesaian/
Nilai tercatat/ Total kontrak/ Percentage of Estimated
Carrying amount Total contract completion completion
USD USD %
Aset pemeliharaan pesawat 303,153 333,468 90% 2019 Aircraft maintenance assets
Instalasi dan mesin 1,623,904 3,026,515 57% 2019 Machine and installation
Bangunan 2,684,995 9,026,154 43% 2019 Building
4,612,052 12,386,137
Jumlah tercatat bruto dari aset tetap yang telah disusutkan Gross carrying amount of fixed assets that have been fully
penuh dan masih digunakan sebesar USD 146.560.690 depreciated and still in use amounted to USD 146,560,690
(31 Desember 2018: USD 178.519.030) (31 December 2018: USD 178,519,030).
Aset tetap Grup digunakan sebagai jaminan pinjaman Fixed assets of the Group are used as collateral for short-
jangka pendek, pinjaman jangka panjang dan liabilitas sewa term loans, long-term loans and lease liabilities (Notes 17,
pembiayaan (Catatan 17, 24 dan 25). 24 and 25).
Pada tahun 2019, Perusahaan mengubah umur masa In 2019, the Company changed the estimated useful life of
manfaat untuk pesawat jenis pesawat Airbus 330-300 dan Airbus 330-300 from 25 to 35 years based on the
mesin untuk pesawat terkait dari 25 tahun menjadi 35 tahun reassessment of the useful life of the assets and charged
berdasarkan hasil penilaian kembali masa manfaat aset dan the impact to the profit or loss on a prospective basis. The
membebankan dampaknya pada laba rugi secara change in accounting estimate results in lower
prospektif. Perubahan estimasi tersebut menyebabkan depreciation expense in the current year of
penurunan beban penyusutan tahun berjalan sebesar USD 16,548,088.
USD 16.548.088.
Lima pesawat Boeing 737-300 yang dimiliki CI tidak Five Boeing 737-300 aircrafts owned by CI are temporarily
digunakan sementara dengan nilai tercatat sebesar idle with carrying amount of USD 1,799,827 as at
USD 1.799.827 pada tanggal 31 Desember 2019. 31 December 2019.


Aset tetap kecuali tanah, telah diasuransikan kepada Fixed assets except for land, were insured with insurance
Perusahaan asuransi terhadap risiko kebakaran, pencurian Companies against fire, theft and other possible risk as
dan risiko lainnya sebagai berikut: follows:
Periode/ Perusahaan asuransi/ Nilai pertanggungan/

Period Insurance company Sum insured
USD Rupiah
31/12/2019 Pihak berelasi (Catatan 46)/Related parties (Note 46)
PT Asuransi Bringin Sejahtera Artamakmur, PT Asuransi Jasa Indonesia dan/and 192,264,847 3,086,895,534,655
PT Tugu Pratama Indonesia
Pihak ketiga/Third parties

FPG Insurance, PT Asuransi Sinar Mas dan/and PT Asuransi Raksa Pratikara - 8,245,732,200
31/12/2018 Pihak berelasi (Catatan 46)/Related parties (Note 46)

PT Asuransi Jasa Indonesia dan/and PT Tugu Pratama Indonesia 168,027,076 3,809,160,307,689
Pihak ketiga/Third parties

FPG Insurance, PT Asuransi Sinar Mas dan/and PT Asuransi Raksa Pratikara - 13,950,000,000
Manajemen berpendapat bahwa nilai pertanggungan Management believes that the insurance coverage is
tersebut cukup untuk menutup kemungkinan kerugian yang adequate to cover possible losses on the assets insured.
timbul dari risiko.
15. ASET TAKBERWUJUD 15. INTANGIBLE ASSETS
Aset takberwujud pada tanggal 31 Desember 2019 dan Intangible assets as at 31 December 2019 and 2018 is
2018 adalah masing-masing sebesar USD 738.387 dan amounted to USD 738,387 and USD 1,476,348,
USD 1.476.348. respectively.
Aset takberwujud terutama merupakan pembelian lisensi Intangible assets mainly represent purchase of licenses
yang berkaitan dengan jasa sistem teknologi informasi related to the Group’s system information technology.
Grup.
16. ASET TIDAK LANCAR LAIN-LAIN 16. OTHER NON-CURRENT ASSETS
31/12/2019 31/12/2018*)
Uang jaminan - non-aircraft 29,631,217 21,849,067 Security deposits - non-aircraft

Aset program (Catatan 28) 10,781,693 16,085,720 Plan assets (Note 28)
Uang muka pembelian aset tetap 6,467,051 30,754,933 Advance for purchase fixed assets
Aset derivatif (Catatan 30) 5,056,346 - Derivative assets (Note 30)
Aset keuangan tersedia untuk dijual 4,040,169 3,968,080 Available-for-sale financial assets
Lain-lain 13,313,023 17,740,134 Others
69,289,499 90,397,934
*)
Disajikan kembali, lihat Catatan 54 *)
As restated, see Note 54
Uang jaminan - non-aircraft Security deposits - non-aircraft
Akun ini merupakan uang jaminan atas sewa gedung kantor This account represents security deposits for branch office
cabang, biaya utilitas, izin usaha dan penerbitan kontrak building rental, utilities, business license and asset backed
investasi kolektif efek beragun aset (KIK-EBA) GIAA01 securitisation loan (KIK-EBA) GIAA01 issuance (Note 23).
(Catatan 23).


Laporan Keuangan
Financial Report

16. ASET TIDAK LANCAR LAIN-LAIN (lanjutan) 16. OTHER NON-CURRENT ASSETS (continued)
Aset keuangan tersedia untuk dijual Available for-sale financial assets
Persentase
Tempat kepemilikan/
kedudukan/ Percentage of
Domicile Ownership 31/12/2019 31/12/2018
% USD USD
Investasi saham/Investments in shares
Everest Investment Holding Singapura/Singapore 2.06 1,730,948 1,730,948
Papas Limited Hongkong 17.65 1,242,816 1,242,816
PT Nusa Dua Graha International Bali 8.00 945,443 910,549
Investasi lainnya/Other investments 120,962 83,767
4,040,169 3,968,080
Grup memiliki saham-saham tersebut dimaksudkan untuk The Group owns shares held primarily for long-term growth
memperoleh potensi keuntungan dalam jangka panjang potential since such companies are engaged in the same
karena perusahaan tersebut bergerak dalam industri yang or similar industries to the Group. Those companies are
sama dengan Grup. Perusahaan-perusahaan tersebut tidak non-listed and there is no readily available measure of fair
terdaftar di bursa efek sehingga nilai wajar dari sahamnya value of shares thus the investment is stated at cost.
tidak tersedia, oleh karena itu investasi tersebut dinyatakan
sebesar biaya perolehan.
17. PINJAMAN JANGKA PENDEK 17. SHORT-TERM LOANS
31/12/2019 31/12/2018
Utang bank Bank loans


PT Bank Panin Tbk. 150,000,000 150,000,000 PT Bank Panin Tbk.
Industrial and Commercial Bank Industrial and Commercial Bank
of China Co., Ltd. 70,885,288 74,755,956 of China Co., Ltd.
PT Bank Permata Tbk 51,600,000 51,600,000 PT Bank Permata Tbk
Bank of China Limited 50,000,000 70,000,000 Bank of China Limited
PT Bank KEB Hana Indonesia 48,596,861 45,000,000 PT Bank KEB Hana Indonesia
PT Bank CTBC Indonesia 20,000,000 - PT Bank CTBC Indonesia
The Hongkong and Shanghai Banking The Hongkong and Shanghai Banking
Corporation Limited 17,577,601 19,208,295 Corporation Limited
PT Bank Maybank Indonesia Tbk 12,280,000 12,280,000 PT Bank Maybank Indonesia Tbk
PT Bank CIMB Niaga Syariah 12,280,000 12,280,000 PT Bank CIMB Niaga Syariah
PT Bank ANZ Indonesia 9,600,000 15,877,220 PT Bank ANZ Indonesia
PT Bank Central Asia Tbk 1,937,839 2,055,859 PT Bank Central Asia Tbk
PT Bank CIMB Niaga Tbk - 49,345,219 PT Bank CIMB Niaga Tbk
PT Rabobank Indonesia - 9,757,065 PT Rabobank Indonesia
444,757,589 512,159,614
984,853,063 1,047,132,765
Rata-rata tingkat bunga untuk pinjaman jangka pendek per The average interest rate per annum on short-term loans
tahun sebagai berikut: is as follows:
31/12/2019 31/12/2018
Dolar AS 3.77% - 8.25% 2.50% - 7.00% US Dollars

Rupiah 8.00% - 11.00% 7.75% - 11.00% Rupiah

651

17. PINJAMAN JANGKA PENDEK (lanjutan) 17. SHORT-TERM LOANS (continued)
Informasi yang signifikan terkait dengan pinjaman jangka pendek pada tanggal Significant information related to short-term bank loans of subsidiaries as
31 Desember 2019 dan 2018 adalah sebagai berikut: at 31 December 2019 and 2018 is as follows:
Jatuh tempo Saldo/Balance
Pemberi pinjaman/ fasilitas/ Fasilitas/ Jumlah fasilitas/ Jatuh tempo/ Suku bunga/
Lenders Maturity of facility Facility Total facility At maturity Interest rate 31/12/2019 31/12/2018
Perusahaan/The Company
PT Bank Rakyat Indonesia 21 Desember/ Kredit Modal Kerja Impor/Import Working Rp 2 triliun (termasuk fasilitas sebesar Rp 1 Pada saat jatuh tempo/At maturity 8.25% per annum (Garuda) 108,945,925 150,454,587
(Persero) Tbk December 2020 Capital Loan triliun dapat digunakan oleh Citilink)/Rp 2 and 8.5% per annum
Penangguhan Jaminan Impor dalam trillion (including total facilities of Rp 1 (Citilink)
bentuk Surat Kredit Berdokumen dalam trillion that can be used by Citilink)
Negeri/Deferment of Import Collateral in
the form of Domestic Letter of Credit
27 September 2020 Fasilitas pinjaman jangka pendek/short USD 50 juta/million Pada saat jatuh tempo/At maturity LIBOR + 2.85% per 50,000,000 50,000,000
term credit facility tahun/per annum
PT Bank Mandiri (Persero) Tbk 15 Desember/ Non cash loan customised - import Rp 2.7 triliun/trillion (termasuk fasilitas sebesar Pada saat jatuh tempo/At maturity 8.5% per tahun/per annum 169,706,043 125,338,016
December 2020 general facility Rp 300 miliar dapat digunakan oleh
Citilink)/Rp 2.7 trillion (including total
facilities of Rp 300 million that can be used
by Citilink) (2018: Rp 2 triliun/trillion
(termasuk fasilitas sebesar Rp 150 miliar
dapat digunakan oleh Citilink)/
Rp 2 trillion (including total facilities of
Rp 150 million that can be used by Citilink)
PT Bank Negara Indonesia 19 April 2020 Fasilitas kredit modal kerja/Working USD 100 juta/million Pada saat jatuh tempo/At maturity 8.1% - 8.25% per tahun/per 100,684,947 92,179,085
(Persero) Tbk capital loan annum
PT Bank Panin Tbk 24 Mei/ Revolving and uncommitted loan USD 150 juta/million Pada saat jatuh tempo/At maturity 5.30% - 5.50% per 150,000,000 150,000,000
May 2020 tahun/per annum
Industrial and Commercial Bank of 14 November 2020 Omnibus letter of credit USD 56 juta (termasuk fasilitas sebesar USD Pada saat jatuh tempo/At maturity LIBOR + 2.75% per 40,986,436 44,830,951
China Co. Ltd. sight/Usance/Usance Payable at Sight 6 juta yang dapat digunakan oleh tahun/per annum
and Surat Kredit Berdokumen dalam Citilink)/USD 56 million (including total
Negeri facilities of USD 6 million that can be used
by Citilink)
14 November 2019 Uncommitted loan USD 24 juta/million Pada saat jatuh tempo/At maturity LIBOR + 2.75% per - -
tahun/per annum
Annual Report 2019

14 November 2020 Uncommitted loan USD 24 juta/million Pada saat jatuh tempo/At maturity LIBOR + 2.75% per 24,000,000 24,000,000
tahun/per annum
Bank of China Limited 11 Mei/ Uncommitted loan USD 50 juta/million (2018: USD 70 juta/million) Pada saat jatuh tempo/At maturity LIBOR + 2.75% per 50,000,000 70,000,000
May 2020 tahun/per annum
PT Bank Permata Tbk 1 April 2020 Omnibus Revolving Loan USD 70 juta/million Pada saat jatuh tempo/At maturity LIBOR + 2.75% per 51,600,000 51,600,000
tahun/per annum

Saldo/Balance
Pemberi pinjaman/ Jatuh tempo fasilitas/ Fasilitas/ Jumlah fasilitas/ Jatuh tempo/ Suku bunga/
Perusahaan/The Company
(lanjutan/continued)
PT Bank CIMB Niaga Tbk 23 Juni/June 2020 Letter of credit sight/Usance/Usance Payable at USD 50 juta/million Pada saat jatuh tempo/At maturity 4.25% - 5.25% per tahun/per - 49,345,219
Sight and Surat Kredit Berdokumen dalam annum
Negeri
PT Bank KEB Hana Indonesia 26 Juli/July 2020 Fasilitas kredit modal kerja/Working Capital Loan USD 35 juta/million Pada saat jatuh tempo/At maturity LIBOR + 2.65% per tahun/per 35,000,000 35,000,000
annum
The Hongkong and Shanghai Banking 30 Juni/June 2020 Kredit berdokumen, Kredit berdokumen dengan USD 20 juta/million Pada saat jatuh tempo/At maturity JIBOR + 1.65% per tahun/per 17,577,601 19,208,295
Corporation Limited pembayaran tertunda dan Kredit Berdokumen annum
Berjangka yang dibayar atas LIBOR + 1.6% per tahun/per
Unjuk/Documentary credit, Deferred payment annum
credit, Usance Payment at Sight Facility
PT Bank ANZ Indonesia 31 Mei/May 2020 Multi option trade facility USD 10 juta/million (2018: Pada saat jatuh tempo/At maturity USD 4% - 4.75% per 9,600,000 15,877,220
USD 20 juta/million) tahun/per annum
IDR 8.75% - 10% per tahun/
per annum
Citilink
PT Bank Rakyat Indonesia (Persero) Tbk 25 Maret/ - Kredit Modal Kerja Impor/Import Working Rp 1 triliun/trillion Pada saat jatuh tempo/At maturity 8.25% per tahun/per annum 29,020,784 53,859,104
March 2020 Capital Credit
- Penangguhan Jaminan Impor dalam bentuk
Surat Kredit Berdokumen dalam
Negeri/Deferment of Import Collateral in the
form of Domestic Letter of Credit
PT Bank Mandiri (Persero) Tbk 10 Maret/ Non cash loan customised - import general Rp 300 miliar/billion (2018: Pada saat jatuh tempo/At maturity 8.5% per tahun/per annum 10,790,583 10,358,401
March 2020 facility Rp 150 miliar/billion)
Industrial and Commercial Bank of China 13 Maret/ March 2020 Omnibus letter of credit sight/Usance/Usance USD 6 juta/million Pada saat jatuh tempo/At maturity 8% per tahun/per annum 5,898,852 5,925,005
Co. Ltd. Payable at Sight and Surat Kredit Berdokumen
dalam Negeri

PT Bank KEB Hana Indonesia 29 Januari/January 2020 Demand loan - uncommitted line USD 10 juta/ million Pada saat jatuh tempo/At maturity 8.5% per tahun/per annum 10,000,000 10,000,000
30 Januari/January 2020 Demand loan - uncommitted line Rp 50 miliar/ billion Pada saat jatuh tempo/At maturity LIBOR + 3% per tahun/per 3,596,861 -
annum
GMFAA
PT Bank Rakyat Indonesia (Persero) Tbk 31 Mei/May 2020 - Kredit Modal Kerja Import dan Penangguhan USD 67,5 juta/ million Pada saat jatuh tempo/At maturity Floating 30,743,200 20,962,030
Jaminan Impor dalam bentuk Surat Kredit
Berdokumen Dalam Negeri/Import working
capital credit and deferment of import collateral
in form of domestic letter of credit
- Letter of credit sight/Usance/Usance Payable at
Sight
652
Financial Report
Laporan Keuangan
653

GMFAA (lanjutan/continued)
PT Bank Negara Indonesia (Persero) Tbk 27Oktober/October 2020 - Kredit modal kerja/Working Capital Loan USD 30 juta/million Pada saat jatuh tempo/At maturity LIBOR 3mth + 2.75% 30,000,000 30,000,000
-
- Letter of credit sight/Usance/Usance USD 67,5 juta/ million Pada saat jatuh tempo/At maturity Floating 7,117,884 -
Payable at Sight
PT Bank Maybank Indonesia Tbk 8 Juni/June 2020 Kredit Modal Kerja dengan skema USD 12.3 juta/million Pada saat jatuh tempo/At maturity LIBOR 1mth + 2.25% 12,280,000 12,280,000
musyarakah/Working Capital Credit Facility
with Musyarakah scheme
PT Bank CIMB Niaga Syariah 225 September 2020 Kredit Modal Kerja dengan skema USD 12.3 juta/million Pada saat jatuh tempo/At maturity LIBOR 3mth+ 2.21% 12,280,000 12,280,000
musyarakah/Working Capital Credit Facility
with Musyarakah scheme
PT Bank Rabobank International 28 September 2019 Surat Kredit Berdokumen Dalam USD 9 juta/million Pada saat jatuh tempo/At maturity LIBOR + 2% per tahun/ per - 9,757,065
Indonesia Negeri/Import Working Capital Credit and annum
Deferment of import collateral in form of
domestic letter of credit, Letter of credit
sight/Usance/Usance Payable at Sight
PT Bank CTBC Indonesia 25 November 2020 Kredit Modal Kerja/Working Capital Loan USD 20 juta/million Pada saat jatuh tempo/At maturity LIBOR 1mth + 2% 20,000,000 --
ACS
PT Bank Negara Indonesia (Persero) Tbk 20 Agustus/ August 2020 Kredit Modal Kerja/Working Capital Loan Rp 50 miliar/billion Pada saat jatuh tempo/At maturity 10,50% per tahun/ per annum 3,086,108 1,821,928
ATS
PT Bank Central Asia Tbk 17 Juni/ June 2020 Cerukan/Overdraft Rp 30 miliar/billion Pada saat jatuh tempo/At maturity 9,50% per tahun/ per annum 1,937,839 2,055,859
Jumlah pinjaman bank jangka pendek/Total short-term bank loans 984,853,063 1,047,132,765
Beberapa pinjaman di atas dijamin dengan hak fidusia atas piutang usaha, persediaan, dan aset tetap Some of these loans are secured by fiduciary rights of trade receivables, inventories,
tertentu. and certain fixed assets.
Perusahaan dan entitas anak terkait diwajibkan untuk memenuhi pembatasan keuangan tertentu di The Company and the relevant subsidiaries are required to comply with certain
dalam perjanjian pinjaman-pinjaman di atas. Pada tanggal 31 Desember 2019, Perusahaan dan financial covenants under the terms of the loan agreements. As at 31 December 2019,
Annual Report 2019

GMFAA tidak memenuhi pembatasan keuangan yang dipersyaratkan oleh beberapa bank. the Company and GMFAA did not meet the required financial covenants from several
Perusahaan telah mengirimkan surat permohonan waiver kepada Bank atas tidak terpenuhinya banks. The Company has sent waiver letters to Banks in relation to the breachs of
minimum rasio keuangan yang dipersyaratkan pada tanggal 31 Desember 2019. Sampai dengan minimum financial ratio covenants as required as at 31 December 2019. Up to the date
tanggal penerbitan laporan keuangan konsolidasian, Perusahaan belum menerima surat persetujuan of the issuance of these consolidated financial statements, the Company has not yet
waiver dari Bank. received the waiver approval from the Banks.

Laporan Keuangan
Financial Report

18. UTANG USAHA 18. TRADE PAYABLES
a. Berdasarkan pemasok a. By creditor
31/12/2019 31/12/2018*) 01/01/2018*)
Pihak berelasi (Catatan 46) 428,233,049 257,546,118 95,136,627 General and administrative

Jasa penerbangan Airline services
Sewa pesawat 83,166,251 47,436,132 - Aircraft leasing
Jasa boga 21,917,889 21,970,220 13,292,798 Catering
Bandara, pemeliharaan User charges and station,
dan perbaikan 16,666,784 11,905,298 5,546,979 maintenance and repairs
Bahan bakar 8,083,860 15,610,976 18,510,754 Fuel
Umum dan administrasi 7,802,698 9,974,910 8,174,380 General and administrative
Lain-lain 715,591 4,118,857 1,614,069 Others
Non jasa penerbangan 119,886,194 106,310,394 95,852,815 Non airline services
258,239,267 217,326,787 142,991,795
686,472,316 474,872,905 238,128,422

*)
31/12/2019 31/12/2018 *)
01/01/2018*)
Rupiah 389,180,283 304,631,342 136,273,953 Rupiah

Dolar AS 282,624,380 159,796,990 92,050,711 US Dollars
Renminbi China 3,259,617 2,398,921 1,388,612 Chinese Renminbi
Yen Jepang 311,549 2,266,998 2,306,205 Japanese Yen
Mata uang lainnya 11,096,487 5,778,654 6,108,941 Other currencies
686,472,316 474,872,905 238,128,422

*)
19. LIABILITAS ANJAK PIUTANG 19. FACTORING LIABILITIES
31/12/2019 31/12/2018
Pihak ketiga Third party

PT Bank CIMB Niaga Indonesia 12,634,755 54,996,800 PT Bank CIMB Niaga Indonesia
54,570,560 109,780,236
PT Bank Negara Indonesia (Persero) Tbk (“BNI”) PT Bank Negara Indonesia (Persero) Tbk (“BNI”)
Pada tanggal 23 Juli 2018, GMFAA mendapatkan fasilitas On 23 July 2018, GMFAA obtained an Open Account
Open Account Financing (“OAF”) dengan jangka waktu Financing (“OAF”) facility with maturity date until
sampai 27 Oktober 2019. Pada tanggal 30 Oktober 2019, 27 October 2019. On 30 October 2019, this facility has
fasilitas ini telah diperpanjang sampai dengan tanggal 27 been extended until 27 October 2020.
Oktober 2020.
Tingkat diskonto sebesar 4% per tahun dan 8% per tahun Discount rates of 4% per annum and 8% per annum were
dibebankan masing-masing untuk saldo dalam mata uang charged to the US Dollars and Rupiah balances,
Dolar AS dan Rupiah. Total saldo liabilitas anjak piutang respectively. Total outstanding factoring liabilities
sebesar USD 39.893.713 (2018: USD 46.328.080). amounted to USD 39,893,713 (2018: USD 46,328,080).


19. LIABILITAS ANJAK PIUTANG (lanjutan) 19. FACTORING LIABILITIES (continued)
PT Bank Rakyat Indonesia (Persero) Tbk (“BRI”) PT Bank Rakyat Indonesia (Persero) Tbk (“BRI”)
Pada tanggal 31 Mei 2018, GMFAA memperoleh fasilitas On 31 May 2018, GMFAA obtained facility from BRI in the
dari BRI dalam bentuk Supply Chain Financing (“SCF”) form of Supply Chain Financing (“SCF”), with maximum
dengan fasilitas maksimum sebesar USD 15 juta. facility amount of USD 15 million. On 21 May 2019,
Selanjutnya pada tanggal 21 Mei 2019, GMFAA diberikan GMFAA was granted an extended usage of facility
perluasan penggunaan fasilitas sebesar USD 10 juta dan amounting to USD 10 million and an extension of the
perpanjangan jangka waktu fasilitas selama 12 bulan. maturity date for 12 months.
Tingkat diskonto sebesar 5% per tahun dan 8,75% per tahun Discount rates of 5% per annum and 8.75% per annum
dibebankan masing-masing untuk saldo dalam mata uang were charged to the US Dollars and Rupiah balances,
Dolar AS dan Rupiah. respectively.
Total saldo liabilitas anjak piutang sebesar USD 2.042.092 Total outstanding factoring liabilities amounted to
(2018: USD 8.455.356). USD 2,042,092 (2018: USD 8,455,356).
PT Bank CIMB Niaga Tbk (CIMB) PT Bank CIMB Niaga Tbk (CIMB)
Pada tanggal 24 Agustus 2018, GMFAA memperoleh On 24 August 2018, GMFAA obtained a receivable
fasilitas jual beli piutang dari CIMB maksimum sebesar USD purchase facility from CIMB with maximum amount of USD
54 juta yang akan jatuh tempo pada tanggal 23 Agustus 54 million and maturity date until 23 August 2019. On
2019. Pada tanggal 14 November 2019, fasilitas tersebut 14 November 2019, the facility has been extended until
telah diperpanjang sampai dengan 25 September 2020. 25 September 2020.
Tingkat diskonto sebesar LIBOR 3 bulan ditambah 2,19% Discount rates of 3-month LIBOR plus 2.19% per annum
per tahun dan Jakarta Interbank Offered Rate (“JIBOR”) 3 and 3-month Jakarta Interbank Offered Rate (“JIBOR”)
bulan ditambah 2,59% per tahun dibebankan masing- plus 2.59% per annum were charged to the US Dollar and
masing untuk saldo dalam mata uang Dolar AS dan Rupiah. IDR balances, respectively.
Total saldo pinjaman sebesar USD 12.634.755 (2018: Total outstanding loan amounted to USD 12,634,755
USD 54.996.800). (2018: USD 54,996,800).
Pada tanggal 31 Desember 2019, GMFAA tidak memenuhi As at 31 December 2019, GMFAA did not meet the
pembatasan keuangan yang dipersyaratkan oleh BNI dan required financial covenants from BNI and BRI. There is no
BRI. Tidak terdapat pembatasan keuangan yang berlaku financial covenant required by CIMB for the above facility.
untuk fasilitas dari CIMB.
20. UTANG LAIN-LAIN 20. OTHER PAYABLES
31/12/2019 31/12/2018*)
Retribusi bandara 35,145,890 39,635,852 Airport retribution

Kewajiban derivatif (Catatan 30) 2,369,473 73,155,763 Derivative liabilities (Note 30)
Lain-lain 8,375,049 9,880,033 Others
45,890,412 122,671,648
*)


Laporan Keuangan
Financial Report

21. AKRUAL 21. ACCRUALS
31/12/2019 31/12/2018*)
Administrasi dan umum 76,458,144 63,346,908 General and administrative

Kebandaraan 41,760,531 40,302,071 User charges and station
Operasional penerbangan 33,941,626 22,734,955 Flight operations
Pemeliharaan dan perbaikan 24,587,880 42,431,941 Maintenance and repairs
Tiket penjualan dan promosi 14,808,269 15,013,258 Ticketing sales and promotion
Pelayanan penumpang 9,688,781 9,874,776 Passenger services
Lain-lain 35,039,263 41,507,616 Others
236,284,494 235,211,525
*)
22. PENDAPATAN DITERIMA DIMUKA 22. UNEARNED REVENUE
31/12/2019 31/12/2018*)
Jasa penerbangan berjadwal 175,669,406 234,504,456 Scheduled flight

Frequent flyer program 22,904,792 20,604,538 Frequent flyer program
Lain-lain 1,567,401 4,824,267 Others
200,141,599 259,933,261
*)
Pendapatan diterima dimuka merupakan jumlah yang Unearned revenue represents amounts received from
diterima dari penjualan tiket pesawat, agen, penjualan ticket sales, agent revenue, Garuda miles’ mileage
mileage Garuda miles, penjualan kargo, dan pendapatan revenue, cargo revenue, and deferred revenue. Unearned
ditangguhkan. Pendapatan diterima dimuka akan dicatat revenue will be recognised as revenue when the service is
sebagai pendapatan ketika jasa sudah diberikan. rendered.
23. PINJAMAN EFEK BERAGUN ASET 23. ASSET-BACKED SECURITISATION LOAN
Pada tanggal 22 Juni 2018, Perusahaan melakukan On 22 June 2018, the Company entered into agreement
perjanjian dengan Kontrak Investasi Kolektif Efek Beragun with Kontrak Investasi Kolektif Efek Beragun Aset Mandiri
Aset Mandiri GIAA01 (“KIK EBA Mandiri GIAA01”) untuk GIAA01 (“KIK EBA Mandiri GIAA01”) for issuance of asset-
menerbitkan surat berharga hak atas pendapatan penjualan backed securitisation for its 5 (five) years revenue from
tiket penerbangan rute Jeddah dan Madinah berjangka ticket sales for Jeddah and Madinah flight route totaling
waktu 5 (lima) tahun bernilai Rp 2.650 miliar dengan harga Rp 2,650 billion with issuance value of Rp 2,000 billion. KIK
penerbitan sebesar Rp 2.000 miliar. KIK EBA Mandiri EBA Mandiri GIAA01 was established based on Notarial
GIAA01 dibentuk berdasarkan Akta No. 4 tanggal Deed No. 4 dated 3 May 2018 which was subsequently
3 Mei 2018 yang kemudian diubah dengan Akta No. 49 changed by Notarial Deed No. 49 dated 22 June 2018 both
tanggal 22 Juni 2018 keduanya dari Ir. Nanette Cahyanie of Ir. Nanette Cahyanie Handari Adi Warsito SH, Notary in
Handari Adi Warsito SH, Notaris di Jakarta, dimana PT Jakarta, whereby PT Mandiri Manajemen Investasi will act
Mandiri Manajemen Investasi bertindak sebagai Manajer as an Investment Manager and PT Bank Maybank
Investasi dan PT Bank Maybank Indonesia Tbk bertindak Indonesia Tbk will act as a Custodian Bank. The asset-
sebagai Bank Kustodian. Surat berharga ini terdiri dari surat backed securitisation comprises Class A securitisation
berharga kelas A (“EBA Kelas A”) dan surat berharga kelas (“EBA Class A”) and Class B securitisation (‘EBA Class B”)
B (“EBA Kelas B”) dengan nilai penerbitan masing-masing with issued value of Rp 1,800 billion and Rp 200 billion,
sebesar Rp 1.800 miliar dan Rp 200 miliar. respectively.
EBA Kelas A ditawarkan melalui Penawaran Umum kepada EBA Class A is offered to public through Initial Offering and
Publik dan dicatatkan pada Bursa Efek Indonesia. is listed in the Indonesian Stock Exchange. The principal
Pembayaran pokok EBA kelas A sebesar Rp 360 miliar per payment for EBA Class A amounted to Rp 360 billion per
tahun dengan imbal hasil investasi tetap sebesar 9,75% per annum with the fixed interest of 9.75% per annum. EBA
tahun. EBA Kelas B merupakan instrumen ekuitas dan Class B is an equity instrument and is fully owned by the
dimiliki sepenuhnya oleh Perusahaan. Pembayaran atas Company. The payment for EBA Class B is made after the
EBA Kelas B dilakukan setelah pembayaran penuh atas obligation to EBA Class A has been fulfilled in accordance
semua EBA Kelas A menurut tata urutan pembayaran with payment waterfall.
(payment waterfall).


23. PINJAMAN EFEK BERAGUN ASET (lanjutan) 23. ASSET-BACKED SECURITISATION LOAN (continued)
Berdasarkan tujuan dan desainnya, KIK EBA Mandiri Based on its purpose and design, KIK EBA Mandiri
GIAA01 dikendalikan oleh Perusahaan dan oleh karenanya GIAA01 is controlled by the Company and hence it is
dikonsolidasikan ke dalam laporan keuangan konsolidasian consolidated in the Group’s consolidation financial
Grup dan seluruh transaksi antara Perusahaan dengan KIK statements and all transactions between the Company and
EBA Mandiri GIAA01 dieliminasi. KIK EBA Mandiri GIAA01 are eliminated.
Perusahan juga melakukan perjanjian dengan PT Asuransi The Company also entered into an agreement with PT
Kredit Indonesia (Persero) untuk menjamin kewajiban Asuransi Kredit Indonesia (Persero) to provide a
pembayaran pendapatan penjualan tiket Perusahaan guarantee of the Company’s payment obligation to KIK
kepada KIK EBA Mandiri GIAA01. Terkait dengan ini, EBA Mandiri GIAA01. In relation to this, the Company is
Perusahaan diwajibkan membuat jaminan kas tanpa bunga required to make non-interest bearing cash collateral
(Catatan 16). available (Note 16).
Saldo pinjaman efek beragun aset Kelas A pada tanggal The asset-backed securitisation loan Class A as at
31 Desember 2019 adalah sebesar USD 103.589.637 atau 31 December 2019 amounted to USD 103,589,637 or
setara Rp 1.440 miliar (2018: USD 124.380.000 atau setara equivalent to Rp 1,440 billion (2018: USD 124,380,000 or
Rp 1.800 miliar). equivalent to Rp 1,800 billion).
Nilai wajar pinjaman efek beragun aset diungkapkan pada Fair value of the assets backed securities loan is disclosed
Catatan 50. in Note 50.
24. PINJAMAN JANGKA PANJANG 24. LONG-TERM LOANS
Rincian pinjaman jangka panjang Grup setelah biaya Details of the Group’s long-term loans net of unamortised
transaksi yang belum diamortisasi sebagai berikut: transaction cost are as follows:
a. Berdasarkan kreditur a. By creditor
31/12/2019 31/12/2018

PT Bank Central Asia Tbk 486,242 1,629,975 PT Bank Central Asia Tbk
PT BCA Finance 50,508 211,110 PT BCA Finance
143,376,665 103,072,687
Dikurangi bagian yang jatuh tempo
dalam satu tahun (141,779,239) (25,536,141) Less current maturities
Bagian jangka panjang 1,597,426 77,536,546 Non-current portion
31/12/2019 31/12/2018

Rupiah 2,134,176 2,815,828 Rupiah
143,376,665 103,072,687
Nilai wajar pinjaman jangka panjang diungkapkan pada Fair value of long-term loans is disclosed in Note 50.
Catatan 50.


31 DECEMBER 2019, 2018 DAN 1 JANUARI 2018 31 DECEMBER 2019, 2018 DAN 1 JANUARY 2018
24. PINJAMAN JANGKA PANJANG (lanjutan) 24. LONG-TERM LOANS (continued)
GMFAA
PT Bank Negara Indonesia 28 April 2021 Fasilitas kredit investasi/ Investment USD 42 juta/ million Hingga jatuh tempo/ Until LIBOR 3mth + 3.5% 11,648,138 19,548,038
(Persero) Tbk credit facility maturity
30 November 2025 Fasilitas kredit investasi/ Investment IDR 488.5 miliar/ billion Hingga jatuh tempo/ Until LIBOR 3mth + 3.5% 20,474,580 23,889,942
credit facility maturity
30 November 2025 Fasilitas kredit investasi/ Investment USD 6 juta/ million Hingga jatuh tempo/ Until 6% per tahun/ 3,271,921 3,817,521
credit facility maturity per annum
23 Oktober/ October 2026 Fasilitas kredit modal kerja/ Working USD 73 juta/ million Hingga jatuh tempo/ Until LIBOR 3mth + 3.05% 72,633,678 7,906,348
capital loan maturity
18 April 2019 Fasilitas kredit investasi/ Investment USD 8 juta/ million Hingga jatuh tempo/ Until LIBOR 3mth + 3.05% - 2,000,000
credit facility maturity
PT Indonesia Infrastructure 16 Desember/ Fasilitas kredit investasi/ Investment USD 21.5 juta/ million Hingga jatuh tempo/ Until LIBOR 3mth + 3.5% 4,047,505 8,095,010
Finance December 2020 credit facility maturity
23 September 2021 Fasilitas kredit modal kerja/ Working USD 35 juta/ million Hingga jatuh tempo/ Until LIBOR 1mth + 2.50% 29,166,667 35,000,000
capital loan maturity
AWS
PT Bank Negara Indonesia 3 Maret/March 2021 Kredit Modal Kerja/ Working capital IDR 18 miliar/ billion Hingga jatuh tempo/ Until 11% per tahun/ - 355,034
(Persero) Tbk loan maturity per annum
3 Maret/March 2021 Kredit Modal Kerja/ Working capital IDR 7 miliar/ billion Hingga jatuh tempo/ Until 11% per tahun/ - 157,034
loan maturity per annum
ACS
PT Bank Rakyat Indonesia 24 Juni/June 2022 Fasilitas kredit investasi/ Investment IDR 21.1 miliar/ billion Hingga jatuh tempo/ Until 10.25% per tahun/per - 462,675
(Persero) Tbk credit facility maturity annum
PT Bank Negara Indonesia 20 Agustus/August 2025 Fasilitas kredit investasi/ Investment IDR 39 miliar/ billion Hingga jatuh tempo/ Until 10.75% per tahun/per 1,597,426 -
(Persero) Tbk credit facility maturity annum
PT Bank Central Asia Tbk 17 Juni/June 2020 Fasilitas kredit investasi/ Investment IDR 56,9 miliar/ billion Hingga jatuh tempo/ Until 9.75% per tahun/ 486,242 1,629,975
credit facility maturity per annum
PT BCA Finance 1 Oktober/October 2020 Fasilitas dana pembiayaan/ IDR 10 miliar/ billion Hingga jatuh tempo/ Until 8.70% per tahun/ 50,508 211,110
Financing facility maturity per annum

Jumlah pinjaman bank jangka panjang/Total long-term bank loans 143,376,665 103,072,687
Entitas anak terkait diwajibkan untuk memenuhi pembatasan keuangan tertentu di dalam The relevant subsidiaries are required to comply with certain financial covenants under the
perjanjian pinjaman-pinjaman di atas. Pada tanggal 31 Desember 2019, entitas anak terkait terms of the loan agreements. As at 31 December 2019, the relevant subsidiaries met with
telah memenuhi pembatasan keuangan yang dipersyaratkan oleh bank kecuali GMFAA. the required financial covenants from banks except GMFAA. GMFAA has sent waiver
GMFAA telah mengirimkan surat permohonan waiver kepada banknya atas tidak terpenuhinya letters to its banks in relation to the breach of mimimum financial ratio covenant as required
minimum rasio keuangan yang dipersyaratkan pada tanggal 31 Desember 2019. Sampai as at 31 December 2019. Up to the date of the issuance of these consolidated financial
dengan tanggal penerbitan laporan keuangan konsolidasian, GMFAA belum menerima surat statements, GMFAA has not yet received waiver approval from the banks. Therefore,
persetujuan waiver dari bank. Oleh karena itu, pinjaman jangka panjang GMFAA disajikan GMFAA’s long term loans was presented as current liabilities.
sebagai liabilitas jangka pendek.
658
Financial Report
Laporan Keuangan

DAN UNTUK TAHUN YANG BERAKHIR AND FOR THE YEAR ENDED
25. LIABILITAS SEWA PEMBIAYAAN 25. FINANCE LEASE LIABILITIES
Grup melakukan transaksi sewa pesawat CRJ 1000 Next The Group entered into CRJ 1000 Next Generation aircraft
Generation yang dibiayai oleh Export Develepment Canada lease transactions which were financed by Export
dan juga melakukan transaksi sewa perangkat keras dan Development Canada and also entered into lease
lunak, peralatan GSE dan kendaraan dengan Mitsui Leasing agreement for the lease of software and hardware, GSE
Capital dan IBJ Verena Finance. Nilai kini atas pembayaran Equipment and vehicle with Mitsui Leasing Capital and IBJ
minimum sewa pembiayaan pada tanggal 31 Desember Verena Finance. The present value of the minimum lease
2019 dan 2018 adalah sebagai berikut: payments as at 31 December 2019 and 2018 was as
follows:
31/12/2019 31/12/2018
Dalam satu tahun 16,751,662 17,154,432 Within one year

Lebih dari satu tahun tapi tidak lebih Over one year but not longer
dari lima tahun 40,217,543 57,143,590 than five years
Jumlah pembayaran sewa masa depan 56,969,205 74,298,022 Total future lease payment
Dikurangi beban keuangan di masa depan (4,400,628) (7,447,924) Less future finance charges
Nilai kini pembayaran minimum sewa 52,568,577 66,850,098 Present value of minimum lease payments
Dikurangi: Less:
Bagian yang jatuh tempo dalam satu tahun 52,533,237 66,681,711 Current maturities
Jangka panjang 35,340 168,387 Non-current maturities
Sewa pembiayaan menggunakan mata uang USD serta The lease arrangements are denominated in USD and the
tingkat bunga adalah sebesar JIBOR ditambah marjin interest rates are at JIBOR plus a certain margin and fixed
tertentu dan bunga tetap. rate.
Nilai wajar liabilitas sewa pembiayaan diungkapkan pada Fair values of finance lease liabilities are disclosed in
Catatan 50. Note 50.
Pada tanggal 31 Desember 2019, Perusahaan tidak As at 31 December 2019, the Company did not meet the
memenuhi pembatasan keuangan yang dipersyaratkan. required financial covenants. The Company has sent the
Perusahaan telah mengirimkan surat permohonan waiver waiver letter to Bank in relation to the breach of required
kepada Bank atas tidak terpenuhinya minimum rasio mimimum financial ratio covenant. Up to the date of the
keuangan yang dipersyaratkan. Sampai dengan tanggal issuance of these consolidated financial statements, the
penerbitan laporan keuangan konsolidasian, Perusahaan Company has not yet received waiver approval from the
belum menerima surat persetujuan waiver dari Bank. Oleh Bank.Thus, the Company classified these financial lease
karena itu, Perusahaan mengklasifikasikan liabilitas sewa liabilities as current liabilities.
pembiayaan ini sebagai kewajiban lancar.
26. LIABILITAS ESTIMASI BIAYA PENGEMBALIAN DAN 26. ESTIMATED LIABILITY FOR AIRCRAFT RETURN AND
PEMELIHARAAN PESAWAT MAINTENANCE COST
31/12/2019 31/12/2018

Penambahan tahun berjalan 142,213,772 76,397,511 Provision during the year
Jumlah terealisasi (22,450,633) (21,188,949) Realised amount
Amortisasi diskonto 11,546,537 6,361,569 Amortised discount
Dikurangi: Less:
Bagian yang jatuh tempo dalam satu tahun 70,990,245 56,067,107 Current maturities
Jangka panjang 241,281,636 124,895,098 Non-current maturities


Laporan Keuangan
Financial Report
27. UTANG OBLIGASI 27. BONDS PAYABLE
Garuda Indonesia Global Sukuk Limited Garuda Indonesia Global Sukuk Limited
Pada tanggal 3 Juni 2015, Perusahaan menerbitkan Trust On 3 June 2015, the Company issued unsecured Trust
Certificates tidak dijamin sebesar USD 500 juta (“Sertifikat”). Certificates amounting to USD 500 million (“the
Hasil yang diperoleh digunakan untuk reprofiling portofolio Certificates”). The proceeds were used to reprofile the
utang Perusahaan. Pembayaran Sertifikat dilakukan secara Company's existing debt portfolio. The Certificates are to
penuh pada saat jatuh tempo, dengan tingkat suku bunga be fully paid on the maturity date, with annual fixed interest
tetap tahunan sebesar 5,95% yang dibayar setiap 6 bulanan rate at 5.95% per annum, to be paid every 6 months
yang dimulai 3 Desember 2015 sampai dengan 3 Juni 2020. starting on 3 December 2015 to 3 June 2020. The
Sertifikat diterbitkan berdasarkan hak untuk perjalanan dan Certificates are issued based on the rights to travel and
skema keagenan untuk memenuhi ketentuan penawaran agency scheme to constitute a Sharia compliance offering.
Syariah.
The Hongkong and Shanghai Banking Corporation Limited The Hongkong and Shanghai Banking Corporation Limited
bertindak sebagai Penerima Delegasi, Agen Pembayar acts as Delegate, Principal Paying Agent, Paying Agent
Utama, Pencatat Agen Pembayar dan Agen Registrar, and Transfer Agent of the Certificate. The
Pemindahtanganan. Sertifikat tersebut tidak diperingkat dan Certificates are not rated, and listed in the Singapore
tercatat pada Singapore Exchange (SGX-ST). Exchange (SGX-ST).
Pada tanggal 18 Agustus 2017, Rapat Pemegang Sertifikat On 18 August 2017, Meeting of the Holders of the Sukuk
Sukuk menyetujui untuk mengubah pembatasan keuangan certificates agreed to change the financial covenants of the
dari perjanjian Sukuk yang meliputi seperti minimum ekuitas Sukuk agreement which comprise the minimum of the
Grup sebesar USD 500 juta dan maksimum debt-to-equity Group’s equity of USD 500 million and the maximum of
ratio Grup sebesar 3 kali. Definisi debt merupakan interest- debt-to-equity ratio of 3 times. The definition of debt is the
bearing-debt Grup, tidak termasuk utang yang memiliki Group’s interest-bearing-debt, excluding any such
tenor kurang dari atau dalam 12 bulan dan liabilitas sewa liabilities having a term or tenor of 12 months or less and
pembiayaan dan termasuk anjak piutang. Definisi equity lease liabilities and including factoring payable. The
merupakan total ekuitas Grup. Pada akhir periode pelaporan definition of equity is the Group’s total equity. At the end of
Perusahaan memenuhi rasio keuangan yang the reporting period, the Company has met the financial
dipersyaratkan. ratio requirements.
Pada tanggal 31 Desember 2019, saldo utang obligasi As at 31 December 2019, total outstanding bonds payable
sebesar USD 498.996.741 termasuk biaya transaksi is USD 498,996,741 including deferred transaction cost of
ditangguhkan sebesar USD 1.003.259 (31 Desember 2018: USD 1,003,259 (31 December 2018: USD 496,845,180
USD 496.845.180 termasuk biaya transaksi ditangguhkan including deferred transaction cost of USD 3,154,820).
sebesar USD 3.154.820).
Nilai wajar utang obligasi diungkapkan pada Catatan 50. Fair value of the bonds payable is disclosed in Note 50.
28. LIABILITAS IMBALAN KERJA 28. LIABILITIES FOR EMPLOYEE BENEFITS
Grup menyelenggarakan program iuran pasti, program The Group provides a defined contribution plan, defined
imbalan pasti dan imbalan kerja jangka panjang lain untuk benefit plan and other long-term benefit covering all its
semua karyawan yang memenuhi persyaratan. qualified employees.
a. Imbalan pascakerja a. Post-employment benefits
Program iuran pasti Defined contribution plan
Perusahaan dan entitas anak tertentu (GMFAA, ASI The Company and its certain subsidiaries (GMFAA,
dan CI) menyelenggarakan program pensiun iuran ASI dan CI) established a defined contribution
pasti untuk seluruh karyawan tetapnya. Program pension plan for all their permanent employees. The
pensiun tersebut dikelola oleh Dana Pensiun Garuda pension plan is managed by Dana Pensiun Garuda
Indonesia (DPGA), yang akta pendiriannya telah Indonesia (DPGA), whose deed of establishment was
disahkan oleh Menteri Keuangan Republik Indonesia approved by the Minister of Finance of the Republic
dengan Surat Keputusan No. KEP 403/ KM.17/1999 of Indonesia in his Decision Letter No. KEP-
tanggal 15 November 1999. 403/KM.17/1999 dated 15 November 1999.


28. LIABILITAS IMBALAN KERJA (lanjutan) 28. LIABILITIES FOR EMPLOYEE BENEFITS (continued)
a. Imbalan pascakerja (lanjutan) a. Post-employment benefits (continued)
Sesuai dengan amendemen Perjanjian Kerja Bersama In accordance with the amendments to the
(PKB) dan Peraturan Perusahaan (PP) pada tahun Cooperation Employee Agreement (PKB) and the
2016, Perusahaan, GMFAA dan ASI Company Regulation (PP) in 2016, the Company,
menyelengarakan tambahan program pensiun iuran GMFAA and ASI provide additional defined
pasti. Oleh karena itu, Perusahaan dan GMFAA pada contribution pension plan. Accordingly, the Company
tahun 2016 dan ASI pada tahun 2017 mengikut and GMFAA in 2016 and ASI in 2017 include their
sertakan karyawan dalam program pensiun iuran pasti employees in the defined contribution pension
yang dikelola Dana Pensiun Lembaga Keuangan program which is managed by Dana Pensiun
(DPLK) BNI dan BRI. STNI menyelenggarakan Lembaga keuangan (DPLK) BNI and BRI. STNI
program yang mencakup asuransi atas jaminan hari established an insurance program covering post-
tua untuk semua karyawan yang memenuhi retirement benefits for all qualified permanent
persyaratan. Program jaminan hari tua ini memberikan employees. This program provides post-retirement
imbalan jaminan hari tua yang ditentukan berdasarkan benefits based on the participant latest salary. This
penghasilan terakhir peserta. Program jaminan hari program is managed by PT Asuransi Jiwasraya
tua ini dikelola oleh PT Asuransi Jiwasraya (Persero). (Persero).
Beban iuran pasti yang diakui dalam beban operasi Contribution expense recognised under operating
sebesar USD 24.077.712 (2018: USD 22.492.051). expense is USD 24,077,712 (2018: USD
22,492,051).
Program imbalan pasti Defined benefit plan
AWS menyelenggarakan program pensiun imbalan AWS established a defined benefit pension plan for
pasti untuk seluruh karyawan tetap yang berhak yang all its entitled permanent employees. The plan is
dikelola oleh Dana Pensiun Aero Wisata yang akta managed by Dana Pensiun Aero Wisata whose deed
pendiriannya telah disahkan oleh Menteri Keuangan of establishment was approved by the Minister of
Republik Indonesia dengan Surat Keputusan No. KEP- Finance of Republic of Indonesia in his Decision
03/KM.10/2012 tanggal 3 Januari 2012. Letter No. KEP-03/KM.10/2012 dated 3 January
2012.
Perusahaan, GMFAA, STNI, ASI, AWS dan CI juga The Company, GMFAA, STNI, ASI, AWS, and CI also
memberikan imbalan kepada karyawan yang provide benefits to their qualifying employees in
memenuhi persyaratan sesuai dengan peraturan accordance with the Company policies based on
Perusahaan yang didasarkan pada Undang-undang Labor Law No. 13 Year 2003. No funding has been
Ketenagakerjaan No. 13 Tahun 2003. Tidak terdapat made to this defined benefit plan.
pendanaan terkait dengan imbalan kerja ini.
Sesuai dengan amandemen PKP dan PP pada tahun Based on the amendments to the PKB and PP in
2016, Perusahaan, GMFAA dan ASI 2016, the Company, GMFAA and ASI treat the
memperhitungkan akumulasi iuran yang dibayar accumulation of contributions that have been paid to
kepada DPGA dan DPLK sebagai pengurang liabilitas DPGA and DPLK as deduction to the defined benefit
program imbalan pasti yang dicadangkan sesuai plan obligations in accordance with PP based on LL
dengan PP yang berdasarkan UUK 13/2003. 13/2003. The Company, GMFAA and ASI only
Perusahaan, GMFAA dan ASI hanya mengakui recognise the shortage between benefits available in
kekurangan antara imbalan yang tersedia dalam DPGA and DPLK and post-employment benefits
DPGA dan DPLK dan imbalan pascakerja sesuai based on LL 13/2003.
dengan UUK 13/2003.
Imbalan kesehatan pasca kerja Health care post-employment benefits
Perusahaan menyelenggarakan program kesehatan The Company provides a health care plan for
untuk karyawan yang sudah pensiun dan keluarganya employees who have retired and their families in
sesuai dengan peraturan Perusahaan. Perusahaan accordance with their Company’s policies. The
telah menghentikan imbalan kesehatan atas karyawan Company discontinued the health care plan for
yang pensiun setelah 31 Desember 2013. Program employees who have retired since 31 December
kesehatan Perusahaan dikelola oleh Yayasan 2013. The health care plan of the Company is
Kesehatan Garuda (“Yankesga”). managed by Yayasan Kesehatan Garuda
(“Yankesga”).
b. Imbalan kerja jangka panjang lain b. Other long-term benefits
Perusahaan, GMFAA, STNI, dan AWS memberikan The Company, GMFAA, STNI, and AWS also provide
penghargaan masa bakti kepada karyawan yang telah long service awards to their employees who have
bekerja selama 20 tahun sesuai dengan kebijakan already rendered 20 years of service in accordance
perusahaan. Tidak terdapat pendanaan terkait dengan with their policies. No funding has been made to this
imbalan kerja jangka panjang ini. other long-term benefit.


Laporan Keuangan
Financial Report
Perhitungan imbalan kerja program imbalan pasti dan The cost of providing defined benefit plan and other long-
imbalan kerja jangka panjang lain dihitung oleh PT Padma term benefits is calculated by PT Padma Radya Aktuaria,
Radya Aktuaria, aktuaris independen, dengan an independent actuary, using the following key
menggunakan asumsi utama sebagai berikut: assumptions:
31/12/2019 31/12/2018
Tingkat diskonto 7.5% - 8.5% 8.25% - 10% Discount rate

Tingkat kenaikan gaji 4% - 8% 4% - 8% Future salary increment rate
Tingkat kematian: Mortality rate:
Imbalan pasti TMI3 TMI3 Defined benefit plan
Imbalan kerja jangka panjang lain TMI3 TMI3 Other long-term benefits
Imbalan kesehatan Health care
pasca kerja GAM-71 GAM-71 post-employement benefits
Tingkat disabilitas 5%-10% dari tingkat kematian/ 10% dari tingkat kematian/ Disability rate
5%-10% of mortality rate 10% of mortality rate
Tingkat pengunduran diri 5% pada usia 25 tahun 5% pada usia 25 tahun Resignation rate
menurun secara garis lurus menurun secara garis lurus
sampai 0% di usia pensiun normal/ sampai 0% di usia pensiun normal/
5% at age 25 and 5% at age 25 and
decreasing linearly decreasing linearly
to 0% at normal pension age to 0% at normal pension age
Usia pensiun normal 36, 46, 56, 57, 60 tahun/ 36, 46, 56, 57, 60 tahun/ Normal retirement age
36, 46, 56, 57, 60 years 36, 46, 56, 57, 60 years
Tingkat kenaikan biaya 5,5% sampai tahun ke lima 5,5% sampai tahun ke lima Medical cost increment rate -
kesehatan - untuk kemudian flat 4,5%/ kemudian flat 4,5%/ for healthcare
imbalan kesehatan 5.5% until fifth year 5.5% until fifth year
then 4.5% flat rate then 4.5% flat rate
Program pensiun imbalan pasti Grup terekspos terhadap The defined benefit pension plans typically expose the
risiko aktuarial seperti risiko investasi, risiko suku bunga, Group to actuarial risks such as investment risk, interest
risiko harapan hidup dan risiko gaji. rate risk, longevity risk and salary risk.
Liabilitas imbalan kerja program imbalan pasti dan jangka The amounts included in the consolidated statements of
panjang lain yang termasuk dalam laporan keuangan financial position arising from the post-employment
konsolidasian adalah sebagai berikut: defined benefits plan and other long-term benefit are as
follows:
31/12/2019
Liabilitas imbalan kerja/Liabilities for employee benefit

Program Penghargaan
imbalan pasti/ Imbalan masa bakti/
Defined kesehatan/ Long service Jumlah/
benefit plan Health care award Total
Liabilitas imbalan kerja 124,147,758 31,220,958 8,390,147 163,758,863 Liabilities for employee benefits
Nilai wajar aset progam (10,282,694) (42,002,638) - (52,285,332) Fair value of plan asset
Liabilitas imbalan kerja, bersih 113,865,064 - 8,390,147 122,255,211 Liabilities for employee benefits, net
Aset program - (10,781,680) - (10,781,680) Plan assets


Liabilitas imbalan kerja program imbalan pasti dan jangka The amounts included in the consolidated statements of
panjang lain yang termasuk dalam laporan keuangan financial position arising from the post-employment defined
konsolidasian adalah sebagai berikut: (lanjutan) benefits plan and other long-term benefits are as follows:
(continued)
31/12/2018

Program Penghargaan
Defined kesehatan/ Long service Total/
Nilai wajar aset progam (8,843,479) (39,747,746) - (48,591,225) Fair value of plan assets
Liabilitas imbalan kerja, bersih 110,920,499 2,568,770 7,017,621 120,506,890 Liabilities for employee benefits, net
Aset program - (16,085,720) - (16,085,720) Plan assets
Mutasi nilai kini liabilitas imbalan pasti adalah sebagai Movements in the present value of defined benefit liabilities
berikut: are as follows:
31/12/2019

Program Penghargaan
Nilai kini liabilitas imbalan pasti Present value of defined benefit

awal tahun 119,763,978 26,230,796 7,017,621 153,012,395 liabilities at beginning of the year
Penyesuaian atas mutasi karyawan 453,235 29,934 483,169 Adjustment from employee transfer
Biaya jasa kini 9,311,687 200,846 1,091,317 10,603,850 Current service cost
Beban bunga 9,632,894 2,691,599 584,624 12,909,117 Interest expense
Biaya jasa lalu (101,062) - (17,505) (118,567) Past service cost
Iuran dari peserta program 102,440 - - 102,440 Employee's contribution
Imbalan yang dibayarkan (10,101,312) (2,070,362) (1,411,013) (13,582,687) Benefit payment
Pengukuran kembali: Remeasurement:
- (Keuntungan)/kerugian dari Actuarial/(gain) losses from -
penyesuaian pengalaman (2,024,648) 864,106 481,899 (678,643) experience adjustment
- Kerugian dari perubahan Actuarial loss from change -
asumsi keuangan 3,650,347 5,967,219 595,606 10,213,172 in financial assumption
Dampak perubahan kurs
valuta asing 5,002,965 1,164,678 307,954 6,475,597 Foreign exchange differential
Dilusi saham GA (11,542,766) (3,827,924) (290,290) (15,660,980) Diluted of GA shares
Nilai kini liabilitas imbalan pasti Present value of defined benefit

- akhir tahun 124,147,758 31,220,958 8,390,147 163,758,863 - liabilities at end of the year
Liabilitas imbalan kerja 113,865,064 - 8,390,147 122,255,211 Liabilities for employee benefits
Aset progam - 10,781,680 - 10,781,680 Plan assets


Laporan Keuangan
Financial Report
31/12/2018
Program Penghargaan
Nilai kini kewajiban imbalan Present value of defined benefit
pasti - awal tahun 132,072,318 34,685,665 7,666,647 174,424,630 liabilities at beginning of the year
Beban bunga 8,611,111 2,477,709 493,228 11,582,048 Interest expense
Biaya jasa lalu (2,839,667) - (7,698) (2,847,365) Past service cost
Iuran dari peserta program 112,753 - - 112,753 Employee's contribution
Imbalan yang dibayarkan (12,165,036) (2,123,237) (1,084,474) (15,372,747) Benefit payment
- (Keuntungan)/kerugian dari Actuarial/(gain) losses from -
penyesuaian pengalaman 129,904 (1,100,564) 159,812 (810,848) experience adjustment
- Keuntungan dari perubahan Actuarial gain from change -
asumsi keuangan (8,779,339) (5,900,476) (762,960) (15,442,775) in financial assumption
Dampak perubahan kurs
valuta asing (7,376,428) (2,141,618) (519,666) (10,037,712) Foreign exchange differential
Nilai kini kewajiban imbalan pasti Present value of defined benefit

- akhir tahun 119,763,978 26,230,796 7,017,621 153,012,395 - liabilities at end of the year
Aset progam - 16,085,720 - 16,085,720 Plan assets
Mutasi nilai wajar aset program imbalan pasti dan imbalan Movements in the present value of defined benefit and
kesehatan adalah sebagai berikut: health care plan assets are as follows:
Program imbalan pasti/ Imbalan kesehatan/
Defined benefit plan Healthcare
31/12/2019 31/12/2018 31/12/2019 31/12/2018
Nilai wajar aset program, Fair value of plan assets -

awal tahun 8,843,479 10,024,171 39,747,746 43,328,691 at beginning of the year
Pendapatan bunga 770,337 642,517 4,073,344 3,209,243 Interest income
- Imbal hasil aset program (435,027) (875,483) (1,498,706) (2,386,412) Return on plan assets -
Kontribusi pemberi kerja 1,645,947 825,865 - - Employer’s contribution
Iuran peserta program 102,440 112,753 - - Employee contribution
Imbalan yang dibayarkan (1,035,819) (1,265,225) (1,987,824) (1,623,964) Benefit payments
Dampak perubahan kurs 391,337 (621,119) 1,668,078 (2,779,812) Effect of foreign exchange
Nilai wajar aset program, Fair value of plan assets -

akhir tahun 10,282,694 8,843,479 42,002,638 39,747,746 at end of the year
Beban imbalan kerja selain program iuran pasti yang diakui Employee benefit expense other than defined contribution
di laba rugi dan penghasilan komprehensif lain adalah: plan recognised in profit or loss and other comprehensive
income are as follows:
31/12/2019
Imbalan kerja/Employee benefit

Program Penghargaan
Diakui pada laba rugi Recognised in profit or loss

Biaya jasa lalu (101,062) - (17,505) (118,567) Past service cost
Beban bunga 8,862,557 (1,381,745) 584,624 8,065,436 Interest costs
Kerugian aktuaria - - 1,077,505 1,077,505 Actuarial loss
18,073,182 (1,180,899) 2,735,941 19,628,224
Diakui pada penghasilan Recognised in other
komprehensif lain: comprehensive income:
Pengukuran kembali: Remeasurements:
- Kerugian aktuaria 953,806 6,822,082 - 7,775,888 Actuarial loss -
- Imbal hasil atas aset program 1,106,920 1,507,949 - 2,614,869 Return on plan assets -
2,060,726 8,330,031 - 10,390,757
20,133,908 7,149,132 2,735,941 30,018,981


Beban imbalan kerja selain program iuran pasti yang diakui Employee benefit expense other than defined contribution
di laba rugi dan penghasilan komprehensif lain adalah: plan recognised in profit or loss and other comprehensive
(lanjutan) income are as follows:(continued)
31/12/2018
Imbalan kerja/Employee benefit

Program Penghargaan
Diakui pada laba rugi Recognised in profit or loss

Biaya jasa lalu (2,839,667) - (7,698) (2,847,365) Past service cost
Beban bunga 7,968,594 (731,534) 493,228 7,730,288 Interest costs
Keuntungan aktuaria - - (603,148) (603,148) Actuarial gain
15,127,289 (398,217) 955,114 15,684,186
Diakui pada penghasilan Recognised in other

komprehensif lain: comprehensive income:
Pengukuran kembali liabilitas Remeasurement on the net
imbalan pasti neto: defined benefit liability:
Keuntungan aktuaria (8,649,435) (7,001,040) - (15,650,475) Actuarial gain
Imbal hasil atas aset program 875,483 2,386,412 - 3,261,895 Return on plan assets
(7,773,952) (4,614,628) - (12,388,580)
7,353,337 (5,012,845) 955,114 3,295,606
Analisis jatuh tempo yang diharapkan dari liabilitas imbalan Expected maturity analysis of undiscounted liabilities for
kerja yang tidak terdiskonto adalah sebagai berikut: employee benefits are as follows:
Kurang dari Antara Antara Di atas

1 tahun/ 1-2 tahun/ 2-5 tahun/ 5 tahun/
Less than Between Between More than
1 year 1-2 years 2-5 years 5 years
Program imbalan pasti 14,319,238 23,844,060 54,709,429 611,289,946 Defined benefit plan
Imbalan kesehatan 2,413,772 5,098,707 8,225,722 64,663,925 Health care
Penghargaan masa bakti 539,391 472,681 2,084,753 48,289,784 Long service award
Kategori utama aset program pada akhir periode pelaporan The major category of plan assets at the end of the
untuk setiap kategori, adalah sebagai berikut: reporting period for each category, are as follows:
Komposisi/ Nilai wajar aset program/

Composition Fair value on plan assets
31/12/2019 31/12/2018 31/12/2019 31/12/2018
Instrumen reksadana, Mutual fund, equity and

ekuitas dan utang 56.02% 64.56% 29,290,739 31,370,920 debt instruments
Deposito dan lainnya 43.98% 35.44% 22,994,593 17,220,305 Time deposits and others
Nilai wajar aset program 100.00% 100.00% 52,285,332 48,591,225 Fair value of plan assets
Nilai wajar instrumen reksadana, ekuitas dan utang di atas The fair value of the above mutual fund, equity and debt
ditentukan berdasarkan harga pasar kuotasian di pasar instruments are determined based on quoted market prices
aktif. Kebijakan ini telah dilaksanakan selama tahun berjalan in active markets. This policy has been implemented during
dan sebelumnya. the current and prior years.
Tingkat imbal hasil ekspektasian keseluruhan adalah rata- The overall expected rate of return is a weighted average
rata tertimbang dari imbal hasil ekspektasian dari berbagai of the expected returns of the various categories of plan
kategori aset program yang diselenggarakan. Penilaian assets held. The directors’ assessment of the expected
direksi atas imbal hasil ekspektasian didasarkan pada tren return is based on historical return trends and analysts’
pengembalian historis dan analis prediksi pasar untuk aset predictions of the market for the assets over the life of the
selama masa kewajiban tersebut. related obligation.
Imbalan hasil aset program sebesar USD 4.843.681 (2018: The actual return on plan assets was USD 4,843,681
USD 3.851.760). (2018: USD 3,851,760).


Laporan Keuangan
Financial Report
Asumsi aktuarial yang signifikan untuk penentuan liabilitas Significant actuarial assumptions for the determination of
imbalan kerja adalah tingkat diskonto dan kenaikan gaji liabilities for employee benefit are discount rate and
yang diharapkan dan biaya kesehatan. Sensitivitas analisis expected salary increase and health cost. The sensitivity
di bawah ini ditentukan berdasarkan masing-masing analyses below have been determined based on
perubahan asumsi yang mungkin terjadi pada akhir periode reasonably possible changes of the respective
pelaporan, dengan semua asumsi lain konstan. assumptions occurring at the end of the reporting period,
while holding all other assumptions constant.
31/12/2019
Program Penghargaan
Defined kesehatan/ Long service
benefit plan Health care award
Tingkat diskonto Discount rate

+1% (8,761,046) (2,510,043) (717,515) +1%
-1% 9,816,428 2,920,677 791,542 -1%
Tingkat kenaikan gaji Salary increment rate

+1% 10,043,603 - 754,824 +1%
-1% (9,054,045) - (686,604) -1%
Biaya kesehatan Health cost

+5% - 1,560,980 - +5%
-5% - (1,561,048) - -5%
31/12/2018
Program Penghargaan
Defined kesehatan/ Long service
benefit plan Health care award
Tingkat diskonto Discount rate

+1% (4,408,808) (1,834,143) (542,802) +1%
-1% 8,098,323 2,314,623 601,327 -1%
Tingkat kenaikan gaji Salary increment rate

+1% 9,376,604 - 611,113 +1%
-1% (5,807,626) - (562,990) -1%
Biaya kesehatan Health cost

+5% - 1,183,068 - +5%
-5% - (1,183,101) - -5%
29. LIABILITAS TIDAK LANCAR LAINNYA 29. OTHER NON-CURRENT LIABILITIES
31/12/2019 31/12/2018*)
Pendapatan ditangguhkan atas jual dan Deferred income from sale and
sewa balik (Catatan 47) 43,980,438 39,140,251 leaseback (Note 47)
Lain-lain 4,293,445 2,182,484 Others
48,273,883 41,322,735
*)
30. INSTRUMEN KEUANGAN DERIVATIF 30. DERIVATIVE FINANCIAL INSTRUMENTS
Cross Currency Interest Rate Swap Cross Currency Interest Rate Swap
Perusahaan menandatangani kontrak Cross Currency The Company signed Cross Currency Interest Rate Swap
Interest Rate Swap (CCIRS) dengan beberapa bank di (CCIRS) contracts with several banks in Indonesia. These
Indonesia. CCIRS tersebut dirancang untuk memitigasi CCIRS are designated to mitigate the variability in
perubahan mata uang fungsional setara arus kas terkait functional currency equivalent cash flows associated with
dengan sekuritisasi serta sebagian pinjaman jangka pendek securititation and some short-term loans denominated in
dalam mata uang Rupiah akibat perubahan forward rates Rupiah currency due to changes in forward rates, with a
dengan jumlah nosional beli pada tanggal 31 Desember total notional buy amount as at 31 December 2019
2019 sebesar Rp 1.440.000.000.000. amounting to Rp 1,440,000,000,000.


30. INSTRUMEN KEUANGAN DERIVATIF (lanjutan) 30. DERIVATIVE FINANCIAL INSTRUMENTS (continued)
Forward Bahan Bakar Fuel Forward

Perusahaan melakukan perikatan kontrak derivatif forward The Company entered into derivative forward contracts
dengan berbagai institusi keuangan agar terlindung dari with various financial institutions in order to protect
risiko perubahan harga bahan bakar di masa mendatang themselves from the risk of changes in future fuel prices,
dengan jumlah nosional beli pada tanggal 31 Desember with a total notional buy amount as at 31 December 2019
2019 sebesar 1.150.000 barel (USD 54.837.000). amounting to 1,150,000 barrels (USD 54,837,000).
Seluruh perikatan kontrak lindung nilai tersebut merupakan All hedging contracts entered into were designated as
kontrak lindung nilai bahan bakar minyak yang efektif. effective fuel hedging contracts.
Domestic Non-deliverable Forward (DNDF) Domestic Non-deliverable Forward (DNDF)
Perusahaan melakukan perikatan kontrak derivatif DNDF The Company entered into derivative DNDF contracts with
dengan berbagai institusi keuangan untuk memitigasi various financial institutions in order to mitigate the
perubahan mata uang fungsional setara arus kas terkait variability in functional currency equivalent cash flows
dengan sebagian pinjaman jangka pendek dalam mata uang associated with several short-term loans denominated in
Rupiah akibat perubahan forward rates dengan jumlah Rupiah currency due to changes in forward rates, with a
nosional beli pada tanggal 31 Desember 2019 sebesar total notional buy amount as at 31 December 2019
Rp 2.113.320.000.000. amounting to Rp 2,113,320,000,000.
31/12/2019 31/12/2018
Aset derivatif Derivative assets
- Kontrak swap suku bunga Cross currency interest rate -
lintas mata uang 5,056,346 512,370 swap contracts
- Kontrak forward bahan bakar Fuel forward contracts - cash -
minyak - lindung nilai arus kas 2,610,000 - flow hedge
- Call spread option - 1,192 Call spread option -
7,666,346 513,562
Bagian jangka pendek (2,610,000) (513,562) Current portion
Bagian jangka panjang 5,056,346 - Non-current portion
Liabilitas derivatif Derivative liabilities
- Kontrak DNDF 2,026,473 - DNDF contracts -
- Kontrak forward bahan bakar Fuel forward contracts - cash -
minyak - lindung nilai arus kas 343,000 72,801,160 flow hedge
- Kontrak swap suku bunga Cross currency interest rate -
lintas mata uang - 859,670 swap contracts
- Kontrak forex hedge - 354,603 Forex hedge contracts -
2,369,473 74,015,433
Bagian jangka pendek (2,369,473) (73,155,763) Current portion
Bagian jangka panjang - 859,670 Non-current portion
Mutasi cadangan nilai wajar lindung nilai arus kas adalah Movements in the cash flow hedging reserve are as
31/12/2019 31/12/2018
Saldo awal (58,915,047) 30,662,764 Beginning balance
Penambahan dan perubahan Additions and changes
nilai wajar 89,587,847 (29,205,606) in fair value
Transfer ke laba rugi Transfer to consolidated
konsolidasian (29,504,275) (60,372,205) profit or loss
Saldo akhir 1,168,525 (58,915,047) Ending balance
Transaksi forward bahan bakar, cross currency interest The following forward fuel, cross currency interest swaps
swaps dan DNDF yang masih berlaku pada tanggal 31 and DNDF were outstanding as at 31 December 2019 are
Desember 2019 adalah sebagai berikut: as follows:
Mitra transaksi/Counterparties Instruments Tanggal jatuh tempo/ Maturity date
Mitsui Bussan Commodities Ltd Forward fuel hedge 31/03/2020

CIMB Bank Berhad Forward fuel hedge 31/05/2020
Total Oil Trading SA Forward fuel hedge 30/06/2020
Standard Chartered Bank Forward fuel hedge 31/01/2020
World Fuel Services (Singapore) Pte Ltd Forward fuel hedge 29/02/2020
PT Bank Mandiri (Persero) Tbk Cross currency interest rate swap 20/07/2023
PT Bank CIMB Niaga Tbk Cross currency interest rate swap 20/07/2023
PT Bank CIMB Niaga Tbk Domestic non-deliverable forward 01/04/2020
PT Bank Permata Tbk Domestic non-deliverable forward 01/04/2020
PT Bank Negara Indonesia (Persero) Tbk Domestic non-deliverable forward 01/04/2020


Laporan Keuangan
Financial Report
31. MODAL SAHAM 31. SHARE CAPITAL
Rincian kepemilikan saham Perusahaan pada tanggal 31 The details of the Company’s share ownership as at 31
Desember 2019 dan 2018 adalah sebagai berikut: December 2019 and 2018 are as follows:
31/12/2019
Persentase Total modal
Jumlah saham/ kepemilikan/ disetor/
Number of Percentage of Total paid-up
shares ownership capital
Saham seri A Dwiwarna: Series A Dwiwarna share:

Pemerintah Negara Government of the Republic
Republik Indonesia 1 0.0000% 0.05 of Indonesia
Saham biasa seri B: Series B share:

Republik Indonesia 15,670,777,620 60.5363% 793,216,468 of Indonesia
PT Trans Airways 6,630,958,172 25.6154% 335,658,467 PT Trans Airways
Komisaris: Commisioners:
Sahala Lumban Gaol 1,360,974 0.0053% 68,889 Sahala Lumban Gaol
Direktur: Directors:
Pikri Ilham Kurniansyah 89,318 0.0003% 4,521 Pikri Ilham Kurniansyah
Masyarakat Public
(masing-masing di bawah 2%) 3,583,390,169 13.8427% 181,378,605 (individually less than 2%)
25,886,576,254 100.0000% 1,310,326,950
31/12/2018
Persentase Total modal
Jumlah saham/ kepemilikan/ disetor/
Number of Percentage of Total paid-up
shares ownership capital
Saham seri A Dwiwarna: Series A Dwiwarna share:

Republik Indonesia 1 0.0000% 0.05 of Indonesia
Saham biasa seri B: Series B share:

Republik Indonesia 15,670,777,620 60.5363% 793,216,468 of Indonesia
PT Trans Airways 6,630,958,172 25.6154% 335,658,467 PT Trans Airways
Komisaris: Commisioners:
Agus Santoso 28,343 0.0001% 1,435 Agus Santoso
Direktur: Directors:
Nicodemus Panarung Lampe 373,893 0,0014% 18,926 Nicodemus Panarung Lampe
Pikri Ilham Kurniansyah 89,318 0.0003% 4,521 Pikri Ilham Kurniansyah
Masyarakat Public
(masing-masing di bawah 2%) 3,584,348,907 13.8464% 181,427,133 (individually less than 2%)
25,886,576,254 100.0000% 1,310,326,950
Saham “Seri A” merupakan saham khusus yang dimiliki oleh “Series A” share is a special share owned by the
Pemerintah dan mempunyai hak suara khusus. Hak dan Government that has special voting rights. The rights and
batasan yang berlaku pada saham “Seri B” juga berlaku bagi restrictions in effect on "Series B" shares also apply to
saham “Seri A”, kecuali bahwa Pemerintah tidak dapat "Series A" share, except that the Government cannot
mengalihkan saham “Seri A”, dan mempunyai hak veto transfer the "Series A" share, and has a veto in connection
sehubungan dengan (i) perubahan maksud dan tujuan with (i) changes in scope of the Company, (ii) capital
Perusahaan; (ii) penambahan modal tanpa hak memesan increase without rights issue in advance,
terlebih dahulu; (iii) penggabungan, peleburan, (iii) a merger, consolidation, acquisition and separation, (iv)
pengambilalihan dan pemisahan; (iv) perubahan atas changes of the provisions governing the rights of shares of
ketentuan yang mengatur hak saham “Seri A” sebagaimana "Series A" as stipulated in the Articles of Association, and
diatur dalam Anggaran Dasar; dan (v) pembubaran, (v) the dissolution, bankruptcy and liquidation of the
kepailitan dan likuidasi Perusahaan. Saham “Seri A” juga Company. "Series A" shares also have the right to appoint
memiliki hak untuk menunjuk satu orang direktur dan satu one director and one commissioner.
orang komisaris.


31. MODAL SAHAM (lanjutan) 31. SHARE CAPITAL (continued)
Berdasarkan Rapat Umum Pemegang Saham Luar Biasa Based on Extraordinary Shareholder Meeting (RUPSLB)
(RUPSLB) pada tanggal 28 Juni 2012, pemegang saham dated 28 June 2012, the shareholders agreed to carry out
menyetujui pelaksanaan kuasi-reorganisasi sesuai dengan a quasi-reorganisation in accordance with PSAK 51
ketentuan yang tertuang di PSAK 51 (Revisi 2003) dan (Revised 2003) and Bapepam rules No. IX.L1 related to
Peraturan Bapepam No. IX.L1 tentang tata cara quasi-reorganisation procedures, supplementary to the
pelaksanaan kuasi-reorganisasi, lampiran keputusan ketua Bapepam Chairman Decision Letter No. Kep-16/PM/2004
Bapepam No. Kep-16/PM/2004 tanggal 13 April 2004. dated 13 April 2004. The Company performed the
Perusahaan melakukan kuasi reorganisasi berdasarkan procedures of quasi-reorganisation based on the opening
laporan keuangan pada tanggal 1 Januari 2012 yang telah consolidated financial statement as at
disajikan dalam mata uang Dolar AS sebagai mata uang 1 January 2012, as remeasured in US Dollars which is the
fungsional dan penyajian Perusahaan. Company’s functional and presentation currency.
Sehubungan dengan kuasi-reorganisasi, RUPSLB In connection with quasi-reorganisation, the RUPSLB

menyetujui pengurangan modal Perusahaan dengan cara approved the capital reduction by lowering the nominal
menurunkan nilai nominal saham Perusahaan dari semula value of shares from the original amount of Rp 500 to
sebesar Rp 500 menjadi sebesar Rp 459 yang akan Rp 459 to be carried out after the government regulation
dilaksanakan setelah Peraturan Pemerintah terkait related to the new capital structure is issued. After the
pengurangan modal tersebut diterbitkan. Setelah tanggal effective date, the capital structure of the Company will be:
efektif, struktur modal Perusahaan akan menjadi:
a. Modal dasar, semula Rp 15 triliun menjadi sebesar a. Authorised capital reduced from Rp 15 trillion to
Rp 13,77 triliun. Rp 13.77 trillion.
b. Modal ditempatkan dan disetor semula Rp 11.320.498 b. Issued and paid-up capital reduced from
juta menjadi Rp 10.392.217.164.000. Rp 11,320,498 milion to Rp 10,392,217,164,000.
Pada tanggal 27 Desember 2012, Pemerintah Republik On 27 December 2012, the Government of Republic of
Indonesia menerbitkan Peraturan Pemerintah No. 114 Indonesia issued Government Regulation No. 114 Year
Tahun 2012 sehubungan dengan pengurangan penyertaan 2012 related to the decrease of the Government Equity
modal Pemerintah pada Perusahaan sebesar participation in the Company amounting to
Rp 641.778.248.000. Perusahaan juga menerima Surat Rp 641,778,248,000. The Company also received the
Keputusan Menteri Hukum dan Hak Azasi Manusia Republik Decision Letter from Minister of Law and Human Rights of
Indonesia No. AHU-66159.AH.01.02 Tahun 2012 tentang the Republic Indonesia No. AHU-66159.AH.01.02 Tahun
Persetujuan Perubahan Anggaran Dasar Perusahaan terkait 2012 related to the amendment of the Company, articles
proses kuasi-reorganisasi. Dikarenakan komponen ekuitas of association in connection with quasi-reorganisation.
selain modal saham tidak mencukupi untuk mengeliminasi Because the component of equity other than the capital
saldo defisit yang ada, maka dilakukan penurunan modal stock is not sufficient to eliminate the deficit balance, the
saham sebesar USD 1.145.905.003 (Catatan 52) sehingga Company reduced its capital stock by USD 1,145,905,003
saldo modal saham setelah kuasi-reorganisasi menjadi (Note 52) and therefore the capital stock after quasi-
USD 1.146.031.889. reorganisation is USD 1,146,031,889.
32. TAMBAHAN MODAL DISETOR 32. ADDITIONAL PAID-IN CAPITAL
31/12/2019 31/12/2018
Agio saham - bersih 76,184,056 76,184,056 Share premium - net

Selisih atas perubahan ekuitas Difference arising from changes in
entitas anak 55,007,051 55,007,051 equity of a subsidiary
Opsi saham kadaluarsa 2,770,970 2,770,970 Expired stock option
Pengampunan pajak 590,369 590,369 Tax amnesty
Cadangan modal 106 106 Capital reserve
Penyertaan modal pemerintah atas Government equity participation on
9 pesawat Boeing 10 10 9 Boeing aircrafts
Selisih antara jumlah imbalan yang Difference between transfer benefits
dialihkan dan nilai tercatat and the carrying amount of the
transaksi kombinasi combined business entities under
bisnis entitas sepengendali (12,279,870) (2,507,044) common control transactions
Eliminasi defisit dalam rangka kuasi Elimination of deficit related to
reorganisasi (Catatan 52) (108,518,998) (108,518,998) quasi-reorganisation (Note 52)
13,753,694 23,526,520


Laporan Keuangan
Financial Report
32. TAMBAHAN MODAL DISETOR (lanjutan) 32. ADDITIONAL PAID-IN CAPITAL (continued)
Agio saham Share premium
Agio saham berasal dari selisih antara harga penawaran Share premium arose from the difference of the offering
dan nilai nominal saham setelah dikurangi biaya emisi price and par value of shares net of stock issuance cost at
saham pada saat penawaran umum perdana tahun 2011 initial public offering in 2011 amounting to
sebesar USD 108.978.734, penawaran umum terbatas USD 108,978,734, limited public offering I in 2014
I tahun 2014 sebesar (USD 35.989.482) dan penerbitan amounting to (USD 35,989,482) and issuance of shares
saham tanpa hak memesan efek terlebih dahulu tahun 2017 without preemptive rights in 2017 for government equity
atas penyertaan modal pemerintah berdasarkan Keputusan participation based on Decision Letter of Ministry of
Menteri Keuangan Republik Indonesia Finance of the Republic Indonesia
No. S-124/MK.016/1993 sebesar USD 3.194.804. No. S-124/MK.016/1993 amounting to USD 3,194,804.
Selisih atas perubahan ekuitas entitas anak Difference from changes in equity of a subsidiary
Pada tanggal 29 September 2017, GMFAA, entitas anak, On 29 September 2017, GMFAA, a subsidiary, received
memperoleh surat pernyataan efektif dari Otoritas Jasa the notice of effectiveness from the Financial Service
Keuangan (OJK) melalui surat No. S-424/D.04/2017 untuk Authority (OJK) in the letter No. S-424/D.04/2017 for initial
penawaran umum perdana atas 2.823.351.100 saham public offering of 2,823,351,100 shares with Rp 100 par
dengan nilai nominal Rp 100 per saham dan harga value per share and offering price of Rp 400 per share.
penawaran Rp 400 per saham. Pada tanggal On 10 October 2017, GMFAA listed its shares in the
10 Oktober 2017, GMFAA mencatatkan sahamnya di Bursa Indonesia Stock Exchange. Accordingly, the Company’s
Efek Indonesia. Oleh karena itu, persentase pemilikan percentage share ownership in GMFAA was changed from
Perusahaan pada GMFAA berubah dari 99% menjadi 99% into 89.10%, resulting in the difference arising from
89,10%, yang mengakibatkan selisih atas perubahan changes in equity of a subsidiary amounting to
ekuitas entitas anak sebesar USD 55.007.051. USD 55,007,051.
Opsi saham kadaluarsa Expired stock option
Pada tahun 2011, Perusahaan memberikan opsi saham In 2011, the Company granted stock options to qualifying
kepada komisaris, direksi dan karyawan (MESOP) dengan commissioners, directors and employees (MESOP) with
persyaratan yang telah ditetapkan dengan vesting period vesting period of 12 months and option life of 5 years.
selama 12 bulan dan option life selama 5 tahun. Biaya Stock compensation expense is calculated based on the
kompensasi saham pada tanggal penerbitan dihitung fair value of stock options granted and recognised as
berdasarkan nilai wajar dari opsi saham dan diakui dalam compensation expense. The fair values of stock options
beban kompensasi. Nilai wajar dari opsi saham dinilai are valued using the Black-Scholes model to measure the
dengan menggunakan model penentuan harga opsi Black- option price. The accumulated compensation stock option
Scholes. Akumulasi biaya kompensasi saham tahap 1 dan costs for phase 1 and 2 are recognised as stock options
2 diakui sebagai opsi saham dalam bagian ekuitas sebesar under equity amounting to Rp 19,740,236,981 equivalent
Rp 19.740.236.981 setara dengan USD 2.278.677, yang to USD 2,278,677, which consists of 153,732,362 stock
terdiri dari 153.732.362 opsi saham dieliminasi ke defisit option which eliminated to deficit related to quasi-
dalam rangka kuasi reorganisasi (Catatan 52). Pada tahun reorganisation (Note 52). In 2012 the Company granted
2012, Perusahaan memberi 65.885.298 opsi saham tahap 65,885,298 stock option for phase 3 with compensation
3 dengan biaya kompensasi sebesar USD 2.770.970, yang stock option cost amounting to USD 2,770,970 which was
diakui sebagai opsi saham dalam bagian ekuitas. Pada recognised as stock option under equity. On 30 November
tanggal 30 November 2017, MESOP telah berakhir, oleh 2017, the MESOP has expired, therefore the stock option
karena itu opsi saham direklasifikasikan ke “Tambahan has been reclassified to “Additional paid-in capital”.
modal disetor”.
Selisih antara jumlah imbalan yang dialihkan dan Differences between transfer benefits and carrying
nilai tercatat transaksi kombinasi bisnis entitas amounts of combined business under common
sepengendali control transaction
Pada tanggal 10 Desember 2014, Perusahaan mengakusisi On 10 December 2014, the Company acquired 456,960
456.960 saham atau sebesar 21,25% dari total modal shares or 21.25% of the total issued and paid up capital of
ditempatkan dan disetor GA dari PT Angkasa Pura I GA from PT Angkasa Pura I (Persero) with acquisition cost
(Persero) dengan biaya perolehan sebesar USD 6.099.514, amounting to USD 6,099,514, resulting in the share
yang mengakibatkan kepemilikan saham Perusahaan ownership of the Company has increasing into 58.75%
meningkat menjadi 58,75% setara dengan 1.263.360 equivalent with 1,263,360 shares. Differences between
saham. Selisih antara jumlah imbalan yang dialihkan dan transfer benefits and carrying amounts of net assets of GA
nilai tercatat aset bersih GA sebesar USD 2.507.044 diakui amounting to USD 2,507,044 are recoqnised as additional
sebagai tambahan modal disetor dikarenakan Perusahaan paid-in capital as the Company and PT Angkasa Pura I
dan PT Angkasa Pura I (Persero) dikendalikan oleh (Persero) were controlled by the same shareholder.
pemegang saham yang sama.


32. TAMBAHAN MODAL DISETOR (lanjutan) 32. ADDITIONAL PAID-IN CAPITAL (continued)
Selisih antara jumlah imbalan yang dialihkan dan Differences between transfer benefits and carrying
nilai tercatat transaksi kombinasi bisnis entitas amounts of combined business under common
sepengendali (lanjutan) control transaction (continued)
Pada tanggal 13 November 2019, GA menerbitkan saham On 13 November 2019, GA issued new shares that were
baru yang seluruhnya diambil oleh PT Angkasa Pura II fully paid by PT Angkasa Pura II (Persero). As a result, the
(Persero) dan menyebabkan saham Perusahaan di GA Company’s investment in shares in GA was diluted to
terdilusi menjadi 45,62%. Keuntungan dari dilusi saham GA 45.62%. The dilution gain amounting to USD 3,944,338
sebesar USD 3.944.338 (lihat Catatan 56) dan saldo defisit (refer to Note 56) and the deficit balance of exchange
selisih kurs penjabaran laporan keuangan pada penghasilan difference due to financial statements translation in other
komprehensif lain sebesar USD 13.509.309 dicatat sebagai comprehensive income amounting to USD 13,509,309 are
tambahan modal disetor dikarenakan Perusahaan dan PT recognised as additional paid-in capital as the Company
Angkasa Pura II (Persero) dikendalikan oleh pemegang and PT Angkasa Pura II (Persero) were controlled by the
saham yang sama. Perusahaan juga mentransfer surplus same shareholder. The Company also transferred its
revaluasi GA yang dicatat pada penghasilan komprehensif revaluation surplus of GA recorded in other comprehensive
lain sebesar USD 1.854.751 ke saldo laba ditahan. income of USD 1,854,751 to retained earnings.
Eliminasi defisit dalam rangka kuasi reorganisasi Elimination of deficit related to quasi reorganisation
Penyesuaian atas tambahan modal disetor sebesar The adjustment in additional paid in capital of
USD 108.518.998 merupakan penyesuaian terkait dengan USD 108,518,998 was made in connection with quasi-
kuasi-reorganisasi untuk menghapus saldo defisit reorganisation to eliminate opening deficit balance of the
Perusahaan pada tanggal 1 Januari 2012 (Catatan 52). Company as at 1 January 2012 (Note 52).
33. SALDO LABA DICADANGKAN 33. APPROPRIATED RETAINED EARNINGS
Berdasarkan Undang-Undang Perseroan Terbatas, Under Indonesian Company Law, the Company is obliged
Perusahaan wajib menyisihkan jumlah tertentu dari laba to allocate a certain amount from the net earnings of each
bersih setiap tahun untuk cadangan apabila Perusahaan accounting year to reserve fund if the Company has a
mempunyai saldo laba positif. Penyisihan laba bersih positive profit balance. The allocation of net earnings shall
tersebut dilakukan sampai cadangan wajib mencapai paling be performed up to an amount of 20% of the Company’s
sedikit 20% dari jumlah modal yang ditempatkan disetor issued and paid up capital.
penuh.
Saldo laba dicadangkan Perusahaan adalah sebesar The balance of the Company’s appropriated retained
USD 6.081.861 atau sebesar 0,46% dari modal ditempatkan earnings amounted to USD 6,081,861 or 0.46% of the
dan disetor penuh. Company’s issued and paid up capital.
34. PENGHASILAN KOMPREHENSIF LAIN 34. OTHER COMPREHENSIVE INCOME
31/12/2019 31/12/2018*)
Surplus revaluasi 257,922,394 239,111,321 Revaluation surplus

Keuntungan/(kerugian) instrumen keuangan Unrealised gain/(loss) on
atas transaksi lindung nilai 1,168,525 (58,915,047) hedge transaction
Akumulasi selisih kurs dari penjabaran Cumulative translation
laporan keuangan (218,835,406) (240,651,847) adjustments
40,255,513 (60,455,573)
Surplus revaluasi timbul dari revaluasi pesawat, tanah dan The revaluation reserve arises on the revaluation of
bangunan di aset tetap. Ketika pesawat, tanah dan aircraft, land and buildings in the fixed assets. When
bangunan yang telah dinilai kembali tersebut dijual, porsi revalued aircraft, land and buildings are sold, the portion of
surplus revaluasi yang terkait dengan aset dipindahkan the revaluation reserve that related to that asset is
langsung ke defisit. Bagian penghasilan komprehensif lain transferred directly to deficit. Items of other comprehensive
yang termasuk dalam surplus revaluasi selanjutnya tidak income included in revaluation reserve will not be
akan direklasifikasi ke laba rugi. reclassified subsequently to profit or loss.
*)


Laporan Keuangan
Financial Report
35. KEPENTINGAN NON PENGENDALI 35. NON-CONTROLLING INTEREST

Kepentingan non pengendali
Kepentingan non pengendali atas atas (laba)/rugi bersih komprehensif/
aset bersih/ Comprehensive (income)/loss attributable
Non-controlling interests in net assets to non-controlling interests
31/12/2019 31/12/2018*) 2019 2018*)
PT GMF Aero Asia Tbk *) 24,527,307 25,324,883 (84,264) 1,465,880

PT Sabre Travel Network Indonesia 518,617 457,631 60,986 43,026
PT Aero Wisata dan entitas anak/and its subsidiaries 399,910 924,880 (524,970) 24,721
PT Gapura Angkasa **) - 14,482,731 (697,401) 1,710,882
PT Garuda Daya Pratama Sejahtera 179,725 - 179,725 -
25,625,559 41,190,125 (1,065,924) 3,244,509
Ringkasan informasi keuangan terkait kepentingan Summary of the financial information in respect of material
nonpengendali di GA dan GMFAA adalah sebagai berikut: non-controlling interest in GA and GMFAA is as follows:
GA **) GMFAA *)
31/12/2019 31/12/2018 31/12/2019 31/12/2018*)
Aset Assets
Aset lancar - 45,111,963 560,155,584 549,122,175 Current Assets
Aset tidak lancar - 25,073,660 196,234,874 160,302,298 Non-current assets
Jumlah aset - 70,185,623 756,390,458 709,424,473 Total assets
Liabilitas Liabilities
Liabilitas jangka pendek - 22,380,253 455,417,871 326,836,802 Current liabilities
Liabilitas jangka panjang - 12,695,720 35,697,256 109,558,835 Non-current liabilities
Jumlah liabilitas - 35,075,973 491,115,127 436,395,637 Total liabilities
Pendapatan - 130,539,424 519,484,485 470,019,786 Revenue
(Rugi)/laba tahun berjalan - 2,593,765 (2,988,523) 11,124,991 (Loss)/profit for the year
Total (kerugian)/penghasilan Total comprehensive (loss)/

komprehensif tahun berjalan - 1,553,826 (1,668,109) 14,139,814 income for the year
Kas masuk/(keluar) bersih dari: Net cash inflow/(outflow) from:

Aktivitas operasi - 83,281 26,519,743 (183,222,927) Operating activities
Aktivitas investasi - (301,388) (51,915,252) (45,560,418) Investing activities
Aktivitas pendanaan - - 12,270,289 185,117,558 Financing activities
*)
**)
Tidak dikonsolidasi sejak 1 Desember 2019 **)
Deconsolidated since 1 December 2019
36. PENDAPATAN USAHA 36. OPERATING REVENUE
2019 2018*)
Penerbangan berjadwal Scheduled airline services

Penumpang 3,446,461,503 3,263,771,642 Passenger
Kargo dan dokumen 326,937,569 265,551,357 Cargo and document
3,773,399,072 3,529,322,999
Penerbangan tidak berjadwal Non-scheduled airline services

Haji 234,266,888 206,061,443 Hajj
Charter 15,639,264 60,805,180 Charter
249,906,152 266,866,623
*)


36. PENDAPATAN USAHA (lanjutan) 36. OPERATING REVENUE (continued)
2019 2018*)
Lain-lain Others
Pemeliharaan dan perbaikan pesawat 222,061,060 212,564,858 Aircraft maintenance and overhaul
Pelayanan terkait penerbangan 87,259,483 105,417,767 Airline related services
Jasa boga 72,812,316 59,509,772 Catering
Biro perjalanan 50,143,862 39,584,514 Travel agent
Groundhandling 52,643,650 44,887,013 Groundhandling
Fasilitas 24,546,450 27,263,536 Facilities
Hotel 15,880,271 17,927,712 Hotel
Transportasi 9,383,100 11,228,830 Transportation
Lain-lain 14,602,667 15,867,437 Others
549,332,859 534,251,439
4,572,638,083 4,330,441,061
Tidak terdapat pendapatan dari pelanggan individu yang There is no revenue earned from individual customers
melebihi 10% dari jumlah pendapatan usaha. exceeded 10% of total operating revenue.
37. BEBAN OPERASIONAL PENERBANGAN 37. FLIGHT OPERATIONS EXPENSES
2019 2018*)
Bahan bakar 1,189,532,507 1,396,144,640 Fuel

Sewa dan carter pesawat 1,110,195,916 1,081,033,622 Aircraft rental and charter
Gaji, tunjangan, dan imbalan kerja lainnya 193,124,721 186,074,880 Salaries, allowances and other benefits
Beban penyusutan 41,978,746 60,903,784 Depreciation expenses
Asuransi 12,735,407 11,381,120 Insurance
Lain-lain 1,902,625 2,063,844 Others
2,549,469,922 2,737,601,890
38. BEBAN PEMELIHARAAN DAN PERBAIKAN 38. MAINTENANCE AND REPAIRS EXPENSES
2019 2018*)
Suku cadang 165,309,545 153,347,789 Spare parts

Pemeliharaan dan perbaikan 138,988,497 200,284,466 Maintenance and repairs
Sewa 7,586,397 13,308,683 Rental
Bahan bakar 1,779,752 701,197 Fuel
Biaya asuransi 1,139,336 1,062,624 Insurance
Lain-lain 3,465,124 2,071,395 Others
538,046,403 566,803,802
39. BEBAN BANDARA 39. USER CHARGE AND STATION EXPENSES
2019 2018
Pelayanan pesawat dan penerbangan 243,511,046 250,663,952 Aircraft and flight services
Groundhandling 93,845,423 101,159,097 Groundhandling
Sewa 18,039,078 23,946,317 Rental
Lain-lain 2,713,179 2,346,560 Others
385,298,616 404,718,544
*)


Laporan Keuangan
Financial Report
40. BEBAN TIKET, PENJUALAN DAN PROMOSI 40. TICKETING, SALES AND PROMOTION EXPENSES
2019 2018*)
Komisi 192,712,597 142,425,892 Commissions

Reservasi 100,239,179 96,649,270 Reservations
Promosi 9,913,194 14,155,162 Promotions
Sewa 1,169,658 1,448,739 Rental
Lain-lain 6,193,516 4,427,938 Others
342,771,452 296,889,881
41. BEBAN PELAYANAN PENUMPANG 41. PASSENGER SERVICE EXPENSES
2019 2018
Pelayanan penumpang 162,163,531 168,526,315 Passenger services

Penggunaan persedian umum 1,533,639 1,704,463 General inventories consumption
Lain-lain 7,324,471 7,055,455 Others
271,817,792 291,948,721
42. BEBAN ADMINISTRASI DAN UMUM 42. GENERAL AND ADMINISTRATION EXPENSES
2019 2018*)
Pajak 36,690,018 23,642,153 Taxes
Sewa 23,093,219 27,129,476 Rental
Provisi penyisihan piutang tak tertagih 12,250,412 2,316,834 Provision for bad debt expense
Utilitas 9,943,721 11,896,608 Utilities
Kesehatan 9,663,345 9,074,676 Healthcare services
Jasa profesional dan pelatihan 8,686,253 10,633,994 Professional services and training
Lain-lain 22,523,192 21,234,516 Others
249,984,716 224,181,523
43. PENDAPATAN/(BEBAN) LAIN-LAIN - BERSIH 43. OTHER INCOME/(EXPENSE) – NET
2019 2018*)
Jasa manajemen 17,587,992 - Management service

Keuntungan jual dan sewa balik 5,955,007 4,983,785 Gain on sale and leaseback
Keuntungan atas revaluasi Gain on revaluation of
properti investasi 3,102,259 15,186,712 investment properties
Lain-lain - bersih (10,476,288) 15,703,760 Others - net
16,168,970 35,874,257
44. BEBAN KEUANGAN 44. FINANCE COST
2019 2018*)
Beban bunga Interest expense

Pinjaman jangka pendek 47,882,015 51,284,687 Short-term loans
Utang obligasi 31,977,839 34,304,230 Bonds payable
Pinjaman jangka panjang 17,775,164 12,645,439 Long-term loans
Pinjaman efek beragun aset 11,574,270 5,052,938 Asset-backed securitisation loan
Lain-lain 30,780,788 24,216,705 Others
139,990,076 127,503,999
*)


45. LABA/(RUGI) PER SAHAM 45. EARNINGS/(LOSS) PER SHARE
Laba/(rugi) per saham dasar dihitung dengan membagi laba Basic earnings/(loss) per share is calculated by dividing
yang diatribusikan kepada pemilik entitas induk dengan income attributtable to parent company by the weighted
jumlah rata-rata tertimbang saham biasa yang beredar pada average owners of the number of ordinary shares
periode yang bersangkutan. outstanding during the period.
Berikut ini data yang digunakan untuk perhitungan Below is the data used for the computation of basic
laba/(rugi) per saham dasar: earnings/(loss) per share:
2019 2018*)
Laba/(rugi) yang dapat diatribusikan Profit/(loss) attributable to

kepada pemilik entitas induk 6,986,140 (231,156,005) owners of the parent company
Rata-rata tertimbang jumlah saham Weighted average number of

yang beredar 25,886,576,254 25,886,576,254 outstanding shares
Laba/(rugi) per saham dasar/dilusian 0.0003 (0.0089) Basic/diluted earnings/(loss) per share
*)
46. SIFAT RELASI DAN TRANSAKSI DENGAN PIHAK- 46. NATURE OF RELATIONSHIP AND TRANSACTIONS
PIHAK BERELASI WITH RELATED PARTIES
Sifat relasi Nature of relationship
a. Pemerintah Republik Indonesia melalui Kementerian a. The Government of the Republic of Indonesia
Keuangan adalah pemegang saham utama represented by Ministry of Finance is the majority
Perusahaan. stockholder of the Company.
b. Seluruh entitas yang dimiliki dan dikendalikan oleh b. All entities that are owned and controlled by the
Kementerian Keuangan Pemerintah Republik Ministry of Finance of the Republic of Indonesia
Indonesia serta entitas dimana Kementerian Keuangan including entities where the Ministry of Finance
Pemerintah Republik Indonesia memiliki pengaruh Republic of Indonesia have significant influence.
signifikan.
c. PT Bank Mega Tbk dan PT Bank Mega Syariah adalah c. PT Bank Mega Tbk and PT Bank Mega Syariah are
entitas sepengendalian dengan entitas pemegang entities under common control with shareholder
saham yang memiliki pengaruh signifikan terhadap which have significant influence for the Company.
perusahaan.
d. Berdasarkan perjanjian kerja sama pengelolaan d. Based on management cooperation agreement in

manajemen di bulan Desember 2018, Perusahaan December 2018, the Company has significant
memiliki pengaruh signifikan atas PT Sriwijaya Air. influence over PT Sriwijaya Air. In November 2019,
Pada bulan November 2019, pelaksanaan kerja sama the implementation of the management cooperation
manajemen tersebut dihentikan dikarenakan Sriwijaya are discontinued due to the Sriwijaya Group has
Grup telah mengembalikan seluruh perwakilan sumber returned all human resources representatives placed
daya manusia yang ditempatkan oleh Garuda dan oleh by Garuda and therefore, PT Sriwijaya Air is no
sebab itu, PT Sriwijaya Air bukan merupakan pihak longer a related party entity (Note 48i).
berelasi (Catatan 48i).
e. Komisaris dan direksi merupakan personil manajemen e. Commissioners and directors are key management
kunci. personnel.


Laporan Keuangan
Financial Report
PIHAK BERELASI (lanjutan) WITH RELATED PARTIES (continued)
Transaksi dengan pihak-pihak berelasi Transactions with related parties
Dalam kegiatan usahanya, Grup melakukan transaksi In the normal course of business, the Group entered into
tertentu dengan pihak berelasi. certain transactions with related parties.
a. Rincian akun signifikan dengan pihak-pihak berelasi a. Details of significant accounts with related parties are
adalah sebagai berikut: as follows:
31/12/2019 31/12/2018
Kas dan setara kas Cash and cash equivalents)

PT Bank Rakyat Indonesia (Persero) Tbk 78,209,723 109,389,774 PT Bank Rakyat Indonesia (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 70,306,474 54,150,906 PT Bank Negara Indonesia (Persero) Tbk
PT Bank Mandiri (Persero) Tbk 64,335,947 26,674,090 PT Bank Mandiri (Persero) Tbk
Lain-lain 3,016,717 1,519,627 Others
215,868,861 191,734,397
Persentase terhadap jumlah aset 4.84% 4.61% Percentage of total assets
Kas dibatasi penggunaannya Restricted cash

PT Bank Rakyat Indonesia (Persero) Tbk 4,304,459 - PT Bank Rakyat Indonesia (Persero) Tbk
PT Bank Negara Indonesia (Persero) Tbk 1,347,486 555,960 PT Bank Negara Indonesia (Persero) Tbk
Lain-lain - 13,963 Others
5,651,945 569,923
Piutang usaha Trade receivables

PT Gapura Angkasa 5,368,299 - PT Gapura Angkasa
PT Sriwijaya Air - 55,396,555 PT Sriwijaya Air
Lain-lain 8,516,368 8,305,758 Others
13,884,667 63,702,313
Tagihan bruto kepada pelanggan Gross receivables from customers

PT Sriwijaya Air - 43,562,832 PT Sriwijaya Air
Lain-lain 97,411 247,673 Others
97,411 43,810,505
Piutang lain-lain Other receivables

PT Asuransi Jasa Indonesia (Persero) 6,562,788 6,524,331 PT Asuransi Jasa Indonesia (Persero)
Lain-lain 3,838,305 979,269 Others
10,401,093 7,503,600
Presentase terhadap jumlah aset 0.23% 0.18% Percentage of total assets
Pinjaman jangka pendek Short-term loans

540,095,474 534,973,151
Persentase terhadap jumlah liabilitas 14.46% 15.22% Percentage of total liabilities


Transaksi dengan pihak-pihak berelasi (lanjutan) Transactions with related parties (continued)
a. Rincian akun signifikan dengan pihak-pihak berelasi a. Details of significant accounts with related parties are
adalah sebagai berikut: (lanjutan) as follows: (continued)
31/12/2019 31/12/2018
Utang usaha Trade payables
PT Pertamina (Persero) 377,771,451 239,237,055 PT Pertamina (Persero)
Perum LPPNPI 15,907,688 3,980,156 Perum LPPNPI
PT Angkasa Pura II (Persero) 9,264,740 9,461,006 PT Angkasa Pura II (Persero)
Lain-lain 5,922,834 4,867,901 Others
428,233,049 257,546,118
Liabilitas anjak piutang Factoring liabilities

41,935,805 54,783,436
Pinjaman jangka panjang Long-term loans

PT Indonesia Infrastructure Finance 33,214,172 43,095,010 PT Indonesia Infrastructure Finance
PT Bank Rakyat Indonesia (Persero) Tbk - 462,675 PT Bank Rakyat Indonesia (Persero) Tbk
142,839,915 101,231,602
Persentase terhadap jumlah liabilitas 3.82% 2.88% Percentage to total liabilities
b. Pendapatan usaha dari pihak berelasi yang berakhir b. Operating revenues from related parties for the year
pada tanggal 31 Desember 2019 sebesar 0,87% dari ended 31 December 2019 constituted 0.87% of the
total pendapatan usaha atau senilai USD 39.637.753. total operating revenues or USD 39,637,753.
Transaksi dengan Kementerian Sekretariat Negara, Transactions with Kementerian Sekretariat Negara,
TNI Angkatan Udara, PT PLN (Persero) terkait dengan TNI Angkatan Udara, PT PLN (Persero) related to line
jasa perawatan. maintenance services.
c. Rincian beban usaha dari pihak berelasi sebagai c. The details of operating expenses from related parties
berikut: are as follows:
2019 2018
PT Pertamina (Persero) 1,006,918,686 1,202,945,062 PT Pertamina (Persero)

PT Angkasa Pura II (Persero) 47,044,292 52,991,580 PT Angkasa Pura II (Persero)
Perum LPPNPI 35,862,507 29,245,003 Perum LPPNPI
PT Angkasa Pura I (Persero) 30,192,567 25,411,706 PT Angkasa Pura I (Persero)
BPJS 10,041,534 9,722,099 BPJS
Lain-lain 29,759,078 26,912,936 Others
1,166,808,258 1,347,228,386
Persentase terhadap Percentage of

jumlah beban usaha 26.46% 29.33% total operating expenses


Laporan Keuangan
Financial Report
Transaksi dengan pihak-pihak berelasi (lanjutan) Transactions with related parties (continued)
c. Rincian beban usaha dari pihak berelasi sebagai c. The details of operating expenses from related
berikut: (lanjutan) parties are as follows (continued):
Transaksi dengan PT Pertamina (Persero) berupa The transactions with PT Pertamina (Persero) were
transaksi pembelian bahan bakar pesawat khususnya related to aircraft fuel purchase mainly for domestic
rute domestik dan beberapa rute internasional routes and certain international routes, while the
sedangkan PT Angkasa Pura I (Persero) dan transactions with PT Angkasa Pura I (Persero) and
PT Angkasa Pura II (Persero) berkaitan dengan jasa PT Angkasa Pura II (Persero) are related to airport
kebandaraan dan transaksi dengan Perum LPPNPI operation and ground handling and the transactions
berkaitan dengan jasa navigasi udara. with Perum LPPNPI related to air navigation.
Transaksi dengan PT Asuransi Bringin Sejahtera The transactions with PT Asuransi Bringin Sejahtera
Artamakmur, PT Asuransi Jasa Indonesia (Persero) Artamakmur, PT Asuransi Jasa Indonesia (Persero)
dan PT Tugu Pratama Indonesia terkait dengan jasa and PT Tugu Pratama Indonesia are related to
asuransi aset Grup. insuring the assets of Group.
d. Rincian beban keuangan dari pihak berelasi sebagai d. The details of finance cost from related parties are as
berikut: follows:
2019 2018
34,950,205 32,462,299
jumlah beban non-usaha 36.89% 37.19% total non-operating expenses
e. Renumerasi Dewan Komisaris dan Dewan Direksi e. Renumeration of Boards of Commissioners and
adalah sebagai berikut: Boards of Directors is as follows:
2019 2018
Komisaris Commissioners
Imbalan kerja jangka pendek 789,422 781,668 Short term benefits
Imbalan kerja pasca kerja 154,769 149,580 Post employment benefits
944,191 931,248
Direksi Directors
Imbalan kerja jangka pendek 1,765,422 1,775,241 Short term benefits
Imbalan kerja pasca kerja 375,754 370,334 Post employment benefits
2,141,176 2,145,575
jumlah beban gaji, tunjangan total salaries, allowances and
dan imbalan kerja lainnya 0.55% 0.55% other benefits
47. PERJANJIAN SEWA OPERASI DAN IJARAH 47. OPERATING LEASE AGREEMENTS AND IJARAH
MUNTAHIYAH BITTAMLIK MUNTAHIYAH BITTAMLIK
Grup mengadakan perjanjian sewa operasi dan ijarah The Group entered into the operating lease agreements
muntahiyah bittamlik sebagai berikut: and ijarah muntahiyah bittamlik as follows:
a. Pesawat dan mesin a. Aircraft and engine
Grup mengadakan perjanjian sewa operasi pesawat The Group entered into operating lease agreements
dengan beberapa lessor dengan periode sewa selama of aircrafts with several lessors with lease period from
8 sampai dengan 12 tahun dan dengan opsi 8 to 12 years and have extention options. Lease
perpanjangan. Ketentuan sewa dinegosiasi secara terms are negotiated on an individual basis and
individu dan mengandung syarat dan ketentuan yang contain a wide range of different terms and
berbeda. Perjanjian sewa tidak memberikan conditions. The lease agreements do not impose any
persyaratan apapun, tetapi aset yang disewakan tidak covenants, but leased assets may not be used as
dapat digunakan sebagai jaminan atas pinjaman. security for borrowing purposes.


MUNTAHIYAH BITTAMLIK (lanjutan) MUNTAHIYAH BITTAMLIK (continued)
a. Pesawat dan mesin (lanjutan) a. Aircraft and engine (continued)
Jumlah rincian pesawat sewa operasi adalah sebagai Details of total operating leases aircrafts are as
berikut: follows:
Jumlah aset sewaan/
Total leased assets
Jenis/
Type 31/12/2019 31/12/2018
Boeing B737-800 73 73
Airbus A320-200 51 51
ATR72-600 20 17
Bombardier CRJ 1000 12 12
Airbus A330-300 11 11
Boeing B777-300 10 10
Airbus A330-200 7 7
Airbus A330-900 Neo 4 -
Boeing B737 MAX 8 1 1
189 182
Pembayaran sewa operasi Operating lease payments
Pembayaran minimum sewa

operasi masa datang/
Future minimum lease payments
31/12/2019 31/12/2018
Dalam satu tahun 838,830,945 1,033,931,707 Within one year

Antara lebih dari satu tahun More than one year and
sampai lima tahun 3,773,236,320 3,657,188,275 up to five years
Lebih dari lima tahun 2,090,931,441 2,309,701,550 Over than five years
6,702,998,706 7,000,821,532
Uang jaminan Security deposits
Grup diharuskan untuk membayar uang jaminan atas The Group is required to pay security deposits for the
kewajiban Grup terhadap sewa operasi pesawat dan operating lease of the aircraft and engine. Total
mesin. Total saldo uang jaminan sebesar balance of security deposits is USD 116,378,396
USD 116.378.396 (31 Desember 2018: (31 December 2018: USD 129,418,000).
USD 129.418.000).
Dana cadangan pemeliharaan Maintenance reserve funds
Sesuai dengan perjanjian sewa operasi untuk pesawat, Based on operating lease arrangements for aircrafts,
Grup diharuskan untuk membayar dana cadangan the Group are required to pay maintenance and repair
pemeliharan dan perbaikan pesawat sewa pada lessor. reserve funds for the leased aircraft to the lessors.
Dana cadangan pemeliharaan didasarkan pada Maintenance reserve funds are based on the use of
penggunaan pesawat selama periode sewa yang the aircraft during the lease term and consist of
mencakup dana permeliharaan struktur rangka reserve funds for airframe structure, engine
pesawat, pengembalian kinerja mesin, dan suku performance restoration, engine life limited parts,
cadang mesin, serta alat pendaratan dan Auxiliary landing gear and Auxiliary Power Unit (APU)
Power Unit (APU). maintenance.
Selama masa sewa, Grup diwajibkan untuk melakukan During the lease term, the Group is obliged to maintain
pemeliharaan dan perbaikan rangka pesawat, mesin, and repair the airframes, engines, APU and all the
APU dan seluruh suku cadang sesuai dengan standar parts in accordance with agreed standard. The
yang disetujui. Pekerjaan pemeliharaan dan perbaikan maintenance and repair work on the airframes,
rangka pesawat, mesin dan bagian lainnya secara engines and other parts, will be regularly performed
teratur dikerjakan oleh perusahaan perbaikan pesawat by authorised maintenance repair and overhaul
yang telah ditunjuk (MRO) yang telah memenuhi companies (MRO).
standar.


Laporan Keuangan
Financial Report
a. Pesawat dan mesin (lanjutan) a. Aircraft and engine (continued)
Dana cadangan pemeliharaan (lanjutan) Maintenance reserve funds (continued)
Berdasarkan perjanjian sewa, Grup akan mengajukan Based on the lease agreement, the Group will be
biaya penggantian sesuai dengan yang diperbolehkan entitled to its reimbursement of applicable
dalam perjanjian, setelah pekerjaan selesai dan maintenance and repair reserve funds after the work
setelah perbaikan rangka pesawat, mesin, alat is completed and the workshop company releases the
pendaratan atau APU keluar dari bengkel, dengan airframe, engine, landing gear or APU, by submitting
melampirkan faktur dan dokumen terkait beberapa hari invoices and proper documentation within a certain
setelah pekerjaan selesai. number of days after the completion of the work.
Sampai tanggal berakhirnya sewa, Grup berkewajiban Up to the lease termination date, the Group has the
untuk membayar kontribusi pada dana cadangan, dan obligation to pay contribution into the reserve funds,
klaim biaya penggantian akan dibayarkan, sepanjang and any outstanding reimbursable expenses will
tidak terjadi gagal bayar. Mengacu kepada masing- disbursed, provided no default occurred. Depending
masing perjanjian, lessor dapat menguasai atau on the specific agreements, the lessor may or may not
mengembalikan sisa dana cadangan pemeliharaan. retain the remaining balance of the maintenance
Saldo dana cadangan pemeliharaan sebesar USD reserve funds. Aircraft maintenance reserve funds
1.615.182.040 (31 Desember 2018: USD amounted to USD 1,615,182,040 (31 December
1.536.720.746). 2018: USD 1,536,720,746).
Jual dan sewa-balik Sale and leaseback
Grup mencatat pendapatan ditangguhkan atas The Group recognised deferred income from sale and
transaksi jual dan sewa kembali pesawat. Total leaseback of aircrafts. The total outstanding deferred
pendapatan ditangguhkan setelah dikurangi nilai income neted off against related amortisation
amortisasi adalah sebesar USD 43.980.438 amounted to USD 43,980,438 (31 December 2018:
(31 Desember 2018: USD 39.140.251). USD 39,140,251).
b. Non-pesawat b. Non-aircraft
 Pada tanggal 1 Maret 2017, GMFAA  On 1 March 2017, GMFAA entered into Land
mengadakan Perjanjian Pemanfaatan Tanah dan Utilisation and Business Concession
Konsesi Usaha dengan PT Angkasa Pura II Agreements with PT Angkasa Pura II (Persero)
(Persero) seluas ± 900.000 m2 untuk digunakan for approximately 900,000 m2 used for aircraft
dalam kegiatan usaha pemeliharaan pesawat di maintenance business activities in Soekarno-
Bandara Udara Soekarno-Hatta, Cengkareng, Hatta Airport, Cengkareng, Tangerang. The
Tangerang. Perjanjian ini berlaku untuk 5 tahun term of this agreement is for 5 years effective
efektif dari 1 Januari 2017 sampai dengan from 1 January 2017 until 31 December 2022,
31 Desember 2022, dengan kompensasi dan and compensation and concession are based on
konsesi sesuai dengan tarif yang disepakati. agreed tariffs. The Company is obliged to
Perusahaan wajib memberikan jaminan bank provide bank guarantee which is issued by a
yang diterbitkan oleh bank untuk menjamin bank to secure the payment of such
pembayaran kompensasi tersebut. Masa berlaku compensation. The term of such guarantee is
jaminan 1 tahun dan diperpanjang setiap tahun 1 year and will be amended until the end of term
sampai perjanjian berakhir. of this agreement.
 Pada tanggal 16 Desember 2013, GMFAA  On 16 December 2013, GMFAA made an

mengadakan perjanjian dengan PT Bank Syariah agreement with PT Bank Syariah Mandiri
Mandiri mengenai pemberian fasilitas Ijarah regarding Ijarah Muntahiyah Bittamlik facility
Muntahiyah Bittamlik dengan jangka waktu with a term of 8 years. This facility is used to test
8 tahun. Fasilitas ini ditujukan untuk penyewaan cell equipment rental for maintenance overhaul
peralatan test cell untuk perawatan dan overhaul of Industrial Gas Turbine Engine (IGTE) oil
Industrial Gas Turbine Engine (IGTE) oil company. GMFAA obtained a facility with
company. GMFAA mendapatkan fasilitas maximum credit of USD 9,562,955. Ijarah rent
maksimum sebesar USD 9.562.955. Beban sewa expense recorded as rent expense amounted to
Ijarah dicatat pada beban sewa sebesar USD 186,063 (2018: USD 3,399). GMFAA
USD 186.063 (2018: USD 3.399). GMFAA should maintain an escrow account of
diwajibkan untuk mempunyai tabungan escrow USD 13,963 (31 December 2018: USD 13,963)
sebesar USD 13.963 (31 Desember 2018: as facility guarantee.
USD 13.963) sebagai jaminan dari fasilitas
tersebut.


b. Non-pesawat (lanjutan) b. Non-aircraft (continued)
 Pada tanggal 9 Agustus 2017, GA mengadakan  On 9 August 2017, GA entered into an

perjanjian fasilitas Ijarah Muntahiyah Bittamlik agreement of Ijarah Muntahiyah Bittamlik facility
dengan CIMB, maksimum sebesar with CIMB, maximum amount of
Rp 425.803.142.344 (setara dengan Rp 425,803,142,344 (equivalent to
USD 31.382.897) dan jangka waktu 10 tahun. USD 31,382,897) and the period term of
Fasilitas ini ditujukan untuk penyewaan peralatan 10 years. This facility is intended to lease
Ground Service Equipment (GSE). Ground Service Equipment (GSE).
 GMFAA mengadakan perjanjian sewa operasi  GMFAA entered into operating lease
peralatan operasional, koneksi internet, dan agreements of operational equipment, internet
lainnya dengan beberapa pihak. connection, and others with several parties.
Dalam perjanjian sewa operasi tersebut terdapat The operating lease agreements contain an
opsi perpanjangan masa sewa. Perjanjian option to extend the lease term. The lease
tersebut juga memuat ketentuan yang dapat agreements include certain conditions that may
mengakibatkan pengakhiran perjanjian sebelum cause the leases to be terminated prior to the
masa sewa berakhir. expiry of the lease terms.
Total komitmen sewa lain dan ijarah muntahiyah Total non-aircraft lease commitments and ijarah
bittamlik non-pesawat adalah sebagai berikut: muntahiyah bittamlik is as follows:
Pembayaran sewa operasi

minimum masa datang/
Future minimum lease payments
31/12/2019 31/12/2018
Dalam satu tahun 13,159,269 14,588,342 Within one year

Lebih dari satu tahun tapi tidak Over one year but not longer
lebih dari lima tahun 17,771,970 44,939,492 than five years
Lebih dari lima tahun 4,887,701 19,133,334 Over five years
35,818,940 78,661,168
48. IKATAN 48. COMMITMENTS
a. Pembelian pesawat a. Purchase of aircrafts
Pesawat Boeing 737 MAX 8 Boeing 737 MAX 8 aircrafts
Pada tanggal 12 September 2014, Perusahaan On 12 September 2014, the Company entered into a
menandatangani perjanjian pembelian dengan Boeing purchase agreement with Boeing for the purchase of
untuk pembelian 50 pesawat Boeing 737 Max 8. Pada 50 Boeing 737 Max 8 aircrafts. As at 31 December
tanggal 31 Desember 2019, Perusahaan memiliki sisa 2019, the Company has total outstanding 49 units
49 unit yang akan diterima dalam periode tahun 2021 which will be received in 2021 up to 2024.
sampai dengan 2024.
Pesawat Airbus A330-900 neo Airbus A330-900 neo aircrafts
Pada tanggal 4 November 1989, Perusahaan On 4 November 1989, the Company entered into a
menandatangani perjanjian pembelian dengan Airbus Purchase Agreement with Airbus for the purchase
untuk pembelian 9 pesawat Airbus tipe and delivery of 9 Airbus A330-300 aircrafts. The
Airbus A330-300. Perjanjian ini telah diamandemen agreement has been amended several times, most
beberapa kali, terakhir melalui Amandemen No. 9 di recently, based on Amendment No. 9 in January
bulan Januari 2016. 2016.
Berdasarkan amandemen tersebut, Perusahaan Based on the latest amendment, the Company has
memiliki total outstanding kontrak pembelian pesawat total outstanding purchase contract of 14 Airbus
Airbus A330-900 neo sebanyak A330-900 neo aircrafts. The deliveries of Airbus
14 pesawat. Pengiriman pesawat Airbus A330-900 neo A330-900 neo aircrafts will be in 2019 up to 2022. As
direncanakan tahun 2019 sampai dengan 2022. Pada at 31 December 2019, the Company has received 3
tanggal 31 Desember 2019, Perusahaan telah aircrafts from the purchase contracts above.
menerima sebanyak 3 pesawat dari kontrak pembelian
di atas.


Laporan Keuangan
Financial Report
48. IKATAN (lanjutan) 48. COMMITMENTS (continued)
a. Pembelian pesawat (lanjutan) a. Purchase of aircrafts (continued)
Pesawat Airbus A320-200 Airbus A320-200 aircrafts
Pada tanggal 20 Desember 2012, CI dan Airbus On 20 December 2012, CI and Airbus entered a
menandatangani perjanjian pembelian untuk membeli purchase agreement to purchase 25 Airbus A320
25 unit pesawat Airbus A320 Neo dimana CI telah Neo aircraft where CI has paid the predelivery
membayarkan predelivery payments (“PDP”) kepada payment (“PDP”) to Airbus. In November 2019, the
Airbus. Pada bulan November 2019, perjanjian ini agreement was terminated. Airbus agreed to return
dibatalkan dan Airbus setuju untuk mengembalikan the PDP with condition that the Group must enter into
PDP yang telah dibayarkan dengan ketentuan dimana operating lease for 25 aircrafts of Airbus A320 family.
Grup harus mengadakan sewa operasi untuk 25
pesawat Airbus A320 family.
Pembelian pesawat ATR 72-600 Purchase of ATR 72-600 aircrafts
Pada tanggal 7 Februari 2013, CI, entitas anak, dan On 7 February 2013, CI, a subsidiary, and Avions De
Avions De Transport Regional G.I.E (“ATR”) Transport Regional G.I.E (“ATR”) signed Letter of
menandatangani Letter of Intent pembelian 25 Intent regarding the purchase of 25 New ATR 72-600
pesawat New ATR 72-600 dan opsi membeli sampai aircrafts and option to purchase up to 25 New ATR
dengan 25 Pesawat New ATR 72-600. 72-600 aircrafts.
Perjanjian ini telah diamandemen beberapa kali dan This agreement has been amended several times
pada tanggal 31 December 2019, Grup memiliki and as at 31 December 2019, The Grup has
komitmen sewa operasi untuk 5 pesawat tipe ATR 72- outstanding operating lease commitment for 5 unit
600. aircrafts ATR 72-600.
Pembelian pesawat Airbus A330-800 Purchase of Airbus A330-800 aircrafts
Pada tanggal 17 Juni 2019, Perusahaan dan Airbus On 17 June 2019, the Company and Airbus signed a
menandatangani Letter of Intent untuk pembelian Letter of Intent to purchase 4 Airbus A330-800
4 pesawat Airbus A330-800. Jadwal pengiriman mulai aircraft. Delivery schedules start from 2021 to 2022,
2021 sampai dengan 2022, dengan 2 pesawat akan with 2 delivery aircraft in Q3 and Q4 2021 and 2 other
diterima di Q3 dan Q4 2021 dan 2 pesawat lainnya di aircraft in Q1 and Q2 2022. The A330-800 aircraft will
Q1 dan Q2 2022. Pesawat Airbus A330-800 akan be equipped with 2 Rolls-Royce Trent 7000-72
dilengkapi dengan 2 engine Rolls-Royce Trent 7000- engines with nominal thrust 72,850 lbf.
72 dengan nominal thrust 72.850 lbf.
Grup memiliki total komitmen terkait pembelian The Group has commitments to purchase aircrafts
pesawat dengan nilai sebesar USD 3.513.585.742 totaling to USD 3,513,585,742 (2018: USD
(2018: USD 4.668.042.574). 4,668,042,574).
Pembelian mesin pesawat Purchase of aircraft engine
Pada tanggal 24 Juli 2007, Perusahaan dan CFM On 24 July 2007, the Company and CFM
International, Inc. (“CFM”) menandatangani General International, Inc. (“CFM”) entered into General
Terms Agreement CFM-06-0001 dimana Perusahaan Terms Agreement CFM-06-0001 whereby the
dapat membeli spare engine, suku cadang, engine Company can purchase spare engine, spare parts,
modules, technical data dan peralatan lainnya dari engine modules, technical data and support
CFM. Perjanjian ini telah diamandemen beberapa kali, equipment from CFM. This agreement has been
terakhir melalui Amandemen No. 2, tahun 2014. amended several times, most recently with
Amandemen perjanjian mengenai perubahan jumlah Amendment No. 2 in 2014. The amendments of
pesanan dan jadwal pengiriman. agreement consisted of changes in total purchase
and schedules of delivery.


a. Pembelian pesawat (lanjutan) a. Purchase of aircrafts (continued)
Pembelian mesin pesawat (lanjutan) Purchase of aircraft engine (continued)
Pengiriman 1 spare engine CF56-7B26E dan 1 spare The deliveries of 1 spare engine CF56-7B26E and 1
engine LEAP-X1A26 dilakukan pada Desember 2018 spare engine LEAP-X1A26 occured in December
dan 1 spare engine terakhir LEAP-X1A26 dilakukan 2018 and the last 1 spare engine LEAP-X1A26
pada 20 Mei 2019. accured in 20 May 2019.
b. Perjanjian sistem layanan penumpang b. Service agreement for passenger service systems
Pada tanggal 20 April 2012, Perusahaan dan Amadeus On 20 April 2012, the Company and Amadeus IT
IT Grup, S.A, menandatangani Service Agreement for Group, S.A, signed Service Agreement for Passenger
Passenger Service Systems, untuk sistem layanan Service Systems, for Amadeus Altéa Passenger
penumpang (PSS) Amadeus Altéa. Sistem ini Services Systems (PSS). This system is a platform
merupakan platform sistem yang digunakan anggota system which is used by airlines which are members
maskapai penerbangan di aliansi global Sky Team, of Sky Team global alliance, so that the Company’s
sehingga sistem Perusahaan akan terhubung engan system can be connected with other Sky Team
maskapai penerbangan anggota Sky Team lainnya. members.
c. Perjanjian dengan Rolls Royce c. Agreements with Rolls Royce
Sejak tahun 2008, Perusahaan menandatangani Starting 2008, the Company entered into various
berbagai perjanjian dengan Rolls Royce terkait agreements with Rolls Royce related to engine care
perawatan dan pemeliharaan mesin dengan konsep and maintenance with total care concept for several
total care untuk beberapa pesawat Airbus A330-300. Airbus A330-300 aircrafts.
d. Perjanjian dengan General Electric (“GE”) d. Agreement with General Electric (“GE”)
Pada bulan Januari 2012, Perusahaan In January 2012, the Company executed Rate per
menandatangani Rate per Flight Hour Agreement for Flight Hour Agreement for Engine Shop Maintenance
Engine Shop Maintenance Services dengan CFM Services with CFM International related to
International terkait dengan perawatan mesin pesawat maintenance of engine model CFM56-7B26.
jenis CFM56-7B26.
Pada bulan Juni 2012, Perusahaan juga In June 2012, the Company also executed General
menandatangani General Terms Agreement dengan Terms Agreement with GE related to spare part,
GE terkait dengan suku cadang, peralatan, publikasi tooling, publication, training regarding engine model
dan pelatihan mesin pesawat GE90-115B dan GE90-115B and CF34-8C.
CF34-8C.
e. Layanan konektivitas dalam penerbangan dan e. In-flight connectivity services and In-flight
hiburan dalam pesawat dan manajemen konten entertainment and content management
Pada tanggal 31 Oktober 2018, CI, Perusahaan dan On 31 October 2018, CI, the Company and
PT Mahata Aero Teknologi (Mahata) mengadakan PT Mahata Aero Teknologi (Mahata) entered into a
perjanjian kerja sama mengenai penyediaan layanan cooperation agreement regarding the providing of
konektivitas dalam penerbangan dan hiburan dalam in-flight connectivity services and in-flight
pesawat dan manajemen konten. Perjanjian kerja entertainment and content management. This
sama ini berlaku selama 15 tahun. agreement is valid for 15 years period.
Berdasarkan perjanjian kerja sama, Mahata Based on the cooperation agreement, Mahata agreed
menyetujui membayar biaya kompensasi atas hak to pay compensation fee to the Group for the
pemasangan peralatan layanan konektivitas dalam installation rights of in-flight connectivity services and
penerbangan dan pengelolaan layanan hiburan dalam in-flight entertainment services and content
pesawat dan manajemen konten masing-masing management amounting to USD 131,940,000 and
sebesar USD 131.940.000 dan USD 80.000.000 USD 80,000,000, respectively.
kepada Grup.


Laporan Keuangan
Financial Report
e. Layanan konektivitas dalam penerbangan dan e. In-flight connectivity services and In-flight
hiburan dalam pesawat dan manajemen konten entertainment and content management
Perusahaan, Sriwijaya dan Mahata juga mengadakan The Company, Sriwijaya and Mahata also entered
perjanjian pemasangan dan pengelolaan wifi on board into an agreement for wifi on board installation and
pada pesawat yang dioperasikan oleh Sriwijaya. management on aircrafts operated by Sriwijaya.
Berdasarkan perjanjian ini, Sriwijaya setuju hanya Based on this agreement, Sriwijaya agrees to receive
menerima kompensasi sebesar USD 2.000.000 dan compensation of USD 2,000,000 and gives the
memberikan insentif kepada Perusahaan sebesar incentives of USD 28,000,000 to the Company as
USD 28.000.000 sebagai kompensasi atas compensation for being able to participate in in-flight
keikutsertaan Sriwijaya pada perjanjian layanan connectivity services agreement between Group and
konektivitas dalam penerbangan antara Grup dan Mahata.
Mahata.
Pada bulan Juli 2019, Perusahaan, CI, Sriwijaya dan In July 2019, the Company, CI, Sriwijaya and Mahata
Mahata telah menyetujui pembatalan perjanjian kerja agreed to the cancellation of the cooperation
sama ini. agreements.
f. Perjanjian Sub-distribution dengan Sabre Asia f. The Sub-distribution Agreement with Sabre Asia
Pacific Pte., Ltd. Singapura, (“Sabre APAC”) Pacific Pte., Ltd. Singapore (“Sabre APAC”)
STNI, entitas anak, mengadakan perjanjian STNI, a subsidiary, entered into a sub-distribution
subdistribusi dengan Sabre APAC yang efektif sejak agreement with Sabre APAC Ltd. effective 11 April
tanggal 11 April 1995. Dalam perjanjian ini, Sabre 1995. Under this agreement, Sabre APAC grants
APAC memberikan hak sub-lisensi eksklusif kepada STNI an exclusive sub-licence to operate its own
STNI untuk memasarkan dan mendistribusikan sendiri marketing and distribution of computer reservation
sistem reservasi komputer (Sistem Sabre) di systems (Sabre Systems) in Indonesia. This system
Indonesia. Sistem ini memadukan suatu paket incorporates a software package that performs
perangkat lunak yang melakukan berbagai fungsi various functions, including realtime airline seat
termasuk reservasi seketika tempat duduk pesawat, reservation, scheduling, booking for a variety of
jadwal pemesanan pelayanan udara, mobil dan hotel, airlines, car and hotel services, automated ticketing
pembelian tiket otomatis serta tampilan biaya. and fare display. The agreement shall remain valid,
Perjanjian ini akan berlanjut kecuali diakhiri lebih awal unless terminated earlier, as stipulated in the
sebagaimana ditentukan dalam perjanjian. agreements.
Sebagai imbalan atas pemesanan bersih yang In return for each net booking made by a subscriber
dilakukan pelanggan melalui Sistem Sabre atas jasa through the Sabre Systems for any travel products
penyedia produk perjalanan yang ditawarkan offered in the system, Sabre Asia Pacific Pte., Ltd.
berdasarkan sistem, Sabre Asia Pacific Pte., Ltd. will pay a certain fee to the Company as stipulated in
diwajibkan membayar imbalan jasa tertentu kepada the agreement.
Perusahaan sebagaimana ditentukan dalam
perjanjian.
Imbalan tersebut sebesar 25% dari dasar tarif yang The fee is at 25% of base rates payable by airlines
dikenakan pada pesawat udara per segmen per net segment for air bookings made by subscribers
pemesanan bersih yang dilakukan pelanggan setelah after deducting certain expenses as stipulated in the
dikurangi biaya-biaya tertentu sebagaimana agreement.
ditentukan dalam perjanjian.
g. GMFAA melakukan perjanjian jangka panjang g. GMFAA entered into a long-term contract for
untuk pemeliharaan dan perbaikan dengan maintenance and repair of aircraft
beberapa airlines
GMFAA melakukan perjanjian jangka panjang untuk

GMFAA entered into long-term agreements for
pemeliharaan dan perbaikan pesawat dengan
aircrafts repair and maintenance with several airlines.
beberapa penerbangan. GMFAA mengakui
GMFAA recognises revenue from this service based
pendapatan atas jasa ini sesuai tarif yang disepakati
on agreed tariff in the agreements.
dalam perjanjian.


h. PT Merpati Nusantara Airlines (“MNA”) h. PT Merpati Nusantara Airlines (“MNA”)
Perusahaan memiliki piutang jangka panjang kepada The Company has long term receivables from
PT Merpati Nusantara Airlines (MNA) atas jasa PT Merpati Nusantara Airlines (“MNA”) which arose
perawatan pesawat. MNA merupakan entitas from the maintenance of aircrafts. MNA is an affiliated
afiliasi karena kepemilikan pemerintah. entity due to government ownership.
Pada bulan Maret 2009, Perusahaan dan MNA telah In March 2009, the Company and MNA have signed
menandatangani Nota Kesepahaman dimana kedua a Memorandum of Understanding where both parties
belah pihak setuju bahwa MNA akan memenuhi agreed that MNA will settle its liabilities
liabilitasnya kepada Perusahaan sebesar to the Company of USD 33,273,256 and
USD 33.273.256 dan Rp 999.003.673 dalam jangka Rp 999,003,673 in 13 (thirteen) years since
waktu 13 (tiga belas) tahun terhitung sejak the signing of Debt Restructuring Agreement.
ditandatanganinya perjanjian Restrukturisasi Utang. On 28 February 2012, this memorandum of
Pada tanggal 28 Februari 2012, nota kesepahaman ini understanding was extended until
telah diperpanjang sampai dengan 11 Maret 2013. Di 11 March 2013. Moreover, on 10 January 2012,
samping itu, pada tanggal 10 Januari 2012, the Company received a letter from the Ministry of
Perusahaan juga memperoleh surat dari Kementerian State-Owned Enterprise (“SOE”), which stated that
Negara Badan Usaha Milik Negara (“BUMN”), yang the loan owed by Merpati to the Company
menyatakan bahwa utang Merpati kepada will be rescheduled with installment payments to start
Perusahaan akan dilakukan penjadwalan kembali by 2016.
pembayaran secara cicilan dimulai pada tahun 2016.
Pada tanggal 6 Februari 2018, Hakim Pengawas On 6 February 2018, the Judge determined that
memutuskan bahwa saat ini MNA berada dalam currently MNA was in the PKPU Permanent process
proses PKPU Tetap sampai dengan until 17 October 2018 and asked MNA to prepare a
17 Oktober 2018 dan meminta MNA untuk menyusun Reconciliation Proposal that could be agreed upon by
Proposal Perdamaian yang dapat disepakati para the Creditors. Due to the MNA having stopped
Kreditur. Dikarenakan kondisi MNA yang telah operating and almost all of MNA’s assets having
berhenti beroperasi dan hampir seluruh aset MNA been pledged to the Separatist Creditors, the MNA is
telah dijaminkan kepada Kreditur Separatis, maka seeking a Strategic Partners to support MNA to be
MNA melakukan pencarian Mitra Strategis untuk able to operate again.
mendukung MNA dapat beroperasi kembali.
Sepanjang periode April 2018 hingga Juni 2018, MNA Throughout the April 2018 period until June 2018, the
menyelenggarakan Program Pencarian investor dan MNA organised an Investor Search Program and
kemudian berhasil mendapatkan investor potensial then managed to get potential investors (called
(yang disebut sebagai “Mitra Strategis”) yang akan "Strategic Partners") who would support the MNA to
mendukung MNA agar dapat beroperasi kembali be able to operate again by taking additional capital
dengan melakukan penyertaan modal tambahan yang to be used in fleet purchases, spare parts and
akan digunakan dalam pembelian armada, suku infrastructure.
cadang dan infrastrukturnya.
Mitra Strategis akan melakukan penyetoran modal Strategic Partners will make available post-deposit
pasca diperolehnya Putusan Homologasi dan seluruh capital obtained by the Homologation Decision and all
persetujuan yang dibutuhkan. Atas penyetoran modal necessary approvals. Upon depositing the capital, the
tersebut, Pemegang Saham lama dan Kreditur hasil existing Shareholders and Convertible Creditors will
konversi akan terdilusi menjadi sebesar 12% be diluted to 12% while the Strategic Partners will
sedangkan Mitra Strategis akan memperoleh obtain 88% ownership of MNA shares. In relation to
kepemilikan atas saham MNA sebesar 88%. Dalam Garuda as one of the concurrent creditors, MNA
kaitannya dengan Garuda sebagai salah satu Kreditor submitted a draft of Reconciliation Proposal by
Konkuren, MNA mengajukan usulan Rancangan converting Garuda debt into shares without
Proposal Perdamaian dengan mengkonversi utang dividends. This had an impact on Garuda's share
Garuda menjadi saham tanpa deviden. Hal tersebut ownership which was subsequently diluted from the
berdampak pada kepemilikan saham Garuda yang original 3.01% after PKPU to 0.8%. However, the
kemudian terdilusi dari yang semula 3,01%, pasca results of the final decision will still be taken by the
PKPU menjadi 0,8%. Namun, hasil keputusan akhir majority shareholders, which in this case is the
akan tetap diambil oleh pemegang saham mayoritas Ministry of SOE.
dalam hal ini adalah Kementerian BUMN.


Laporan Keuangan
Financial Report
h. PT Merpati Nusantara Airlines (“MNA”) (lanjutan) h. PT Merpati Nusantara Airlines (“MNA”)

(continued)
Pada 14 November 2018, Pengadilan Niaga pada On 14 November 2018, the Commercial Court at the
Pengadilan Negeri Surabaya menjatuhkan Surabaya District Court made a
putusan No.: 4/PDT.SUS-PKPU/2018/PN.Niaga.Sby decision No.: 4/PDT.SUS-PKPU/2018/PN.Niaga.Sby
(“Putusan”) yang pada intinya menyatakan sah (“Decision”) which declared there was a legitimate
perdamaian antara MNA dengan para Kreditor. settlement between the MNA and the Creditors. Until
Sampai dengan saat ini, belum terdapat pelaksanaan now, there has been no implementation of the
isi Putusan berupa penandatanganan perjanjian Decision in the form of signing a settlement
perdamaian antara MNA dan para Kreditor. agreement between MNA and Creditors.
Pada tanggal 16 Oktober 2019, Perusahaan dan MNA On 16 October 2019, the Company and MNA signed
menandatangani Perjanjian Induk Kerja Sama Kargo, a Cargo, Ground Handling, Maintenance, Repair &
Ground Handling, Maintenance, Repair & Overhaul Overhaul (MRO) and training centre agreement. The
(MRO) serta Training Center. Ruang lingkup perjanjian scope of the agreement covers cargo business
tersebut tidak terbatas pada pengelolaan bisnis management, ground handling, aircraft MRO and
usaha/bisnis kargo, ground handling, MRO pesawat equipment MRO, and training centre optimisation
dan MRO peralatan serta optimasi training center and/or other business activities which are agreed by
dan/atau kegiatan usaha lainnya yang disepakati oleh each party.
Para Pihak.
i. PT Sriwijaya Air i. PT Sriwijaya Air
Pada tanggal 9 November 2018, CI menandatangani On 9 November 2018, CI entered into a joint
perjanjian kerja sama operasi dengan PT Sriwijaya Air operation agreement with PT Sriwijaya Air and
dan PT NAM Air (bersama-sama disebut sebagai PT NAM Air (together “Sriwijaya Group”). This
Sriwijaya Grup). Perjanjian ini kemudian diubah pada agreement was subsequently amended on 19
tanggal 19 November 2018 dan 27 Februari 2019 November 2018 and 27 February 2019 to a
menjadi perjanjian kerja sama pengelolaan management cooperation agreement. Based on the
manajemen. Berdasarkan perjanjian kerja sama ini, CI agreement, CI and or the Group will act to manage
dan/atau Grup akan bertindak untuk melakukan Sriwijaya's aircraft and as a compensation for CI
pengelolaan pesawat milik Sriwijaya dan sebagai performance of services, CI is entitled to a
kompensasi CI berhak mendapat management fee management fee of 5% from net operating revenue
sebesar 5% dari pendapatan operasional bersih dan and profit sharing of 65% from operating profit as
bagi hasil sebesar 65% dari laba usaha sebagaimana stipulated in the agreement. Based on these
ditentukan dalam perjanjian. Berdasarkan perjanjian agreements, CI and/or the Company have the right to
ini, CI dan/atau Perusahaan berhak untuk menunjuk appoint their representative into Sriwijaya Group’s
perwakilan ke dalam susunan Direksi Sriwijaya Grup. Board of Directors. This agreement is valid for 12
Perjanjian ini berlaku selama 12 tahun sejak ditanda years from signing date.
tangani.
Pada bulan November 2019, pelaksanaan kerja sama In November 2019, the implementation of the
manajemen tersebut dihentikan dikarenakan Sriwijaya management cooperation are discontinued due to the
Grup telah mengembalikan seluruh perwakilan sumber Sriwijaya Group has returned all human resources
daya manusia yang ditempatkan oleh Garuda. Seluruh representatives placed by Garuda. The receivables
saldo piutang Sriwijaya Grup sehubungan dengan from Sriwijaya Group related to management fee and
management fee dan bagi hasil sebesar USD profit sharing totaling USD 40,257,510 will be further
40.257.510 akan dibahas lebih lanjut antara discussed by the Company, CI and Sriwijaya Group.
Perusahaan, CI dan Sriwijaya Grup.
Pada tanggal 31 Desember 2019, Grup telah membuat As at 31 December 2019, the Group has provided
cadangan penurunan nilai atas kemungkinan tidak allowance for impairment loss on the possibility of
tertagihnya piutang Sriwijaya Grup. uncollected receivables from Sriwijaya Group.


j. PT AL Shafwah Wisata Mandiri (Kanomas) j. PT AL Shafwah Wisata Mandiri (Kanomas)
Perusahaan dan Kanomas melakukan kerja sama The Company and Kanomas entered into a
dalam penjualan tiket perjalanan tujuan Jeddah cooperation agreement for ticketing sales for Jeddah
dan/atau Madinah, diluar periode Haji (bulan Juni 2019 and/or Medina, outside the Hajj period (June 2019 to
sampai dengan bulan Agustus 2019). August 2019).
Perjanjian ini berlaku terhitung sejak tanggal This agreement is valid from 15 October 2018 until 31
15 Oktober 2018 sampai dengan tanggal December 2019, with a revenue target of
31 Desember 2019, dengan target pendapatan Rp 568 billion, which will be obtained from sale of
sebesar Rp 568 miliar yang akan diperoleh dari available seats.
penjualan kursi yang tersedia.
Dalam perjanjian ini, Kanomas wajib membayarkan In the agreement, Kanomas is required to pay deposit
deposit sebesar Rp 56,8 miliar yang akan dikembalikan with the amount of Rp 56.8 billion, which will be
pada akhir periode program apabila Kanomas berhasil returned at the end of the programme period if
mencapai lebih dari atau sama dengan 80% dari target Kanomas is able to achieve the revenue target at 80%
pendapatan yang telah ditentukan. or more than the determined revenue target.
Pada tanggal 31 Desember 2019, Kanomas telah As at 31 December 2019, Kanomas had achieved the
mencapai target yang telah ditentukan. target.
k. Fasilitas kredit k. Credit Facilities
Perusahaan dan beberapa entitas anak tertentu The Company and certain subsidiaries have credit
memiliki fasilitas kredit berupa pinjaman bank, jaminan facilities which consist of bank loans, bank guarantee
bank dan letters of credit. Fasilitas kredit yang belum and letters of credit. The available unused credit
digunakan oleh Perusahaan dan entitas anak pada facilities as at 31 December 2019 amounting to
tanggal 31 Desember 2019 sejumlah USD 375,658,264 (2018: USD 479,062,501).
USD 375.658.264 (2018: USD 479.062.501).
49. KONTINJENSI 49. CONTINGENCIES
a. Australian Competition and Commerce a. Australian Competition and Commerce

Commission (“ACCC”) Commission (“ACCC”)
Pada tanggal 17 Desember 2007, Perusahaan telah On 17 December 2007, the Company received a
menerima Notice to Furnish Information and Produce Notice to Furnish Information and Produce Document
Document dari Australian Competition and Commerce from Australian Competition and Commerce
Commission (“ACCC”) terkait dugaan kartel bersama Commission (“ACCC”) related to allegation of price
maskapai penerbangan internasional lain dalam fixing cartel on Cargo Fuel Surcharge with other
penetapan harga Fuel Surcharge Kargo. Proses international carriers. The legal proceedings of this
hukum kasus ini di Pengadilan Federal New South case in the Federal Court of New South Wales,
Wales, Australia, dimulai sejak tanggal Australia, commenced from 22 October 2012.
22 Oktober 2012.
Pada 14 Juni 2017, Pengadilan Tinggi Australia On 14 June 2017, the High Court of Australia issued
menjatuhkan putusan yang mengabulkan gugatan a decision that granted the ACCC suit and therefore,
ACCC, sehingga Perusahaan dan Air New Zealand the Company was found guilty of alleged cartel
dinyatakan bersalah atas dugaan kartel yang conducted along with other airlines. On 30 May 2019,
dilakukan bersama dengan maskapai lain. Pada the decision concerning the amount of fines from the
tanggal 30 Mei 2019, putusan mengenai jumlah denda Federal Court of Australia was decided and
dari Pengadilan Federal Australia telah diputuskan amounted to AUD 19,000,000.
sebesar AUD 19.000.000.


Laporan Keuangan
Financial Report
49. KONTINJENSI (lanjutan) 49. CONTINGENCIES (continued)
a. Australian Competition and Commerce a. Australian Competition and Commerce

Commission (“ACCC”) (lanjutan) Commission (“ACCC”) (continued)
Pada tanggal 26 Juni 2019, Pengacara Perusahaan On 26 June 2019, the Lawyer of the Company filed
telah mengajukan banding atas denda sesuai Putusan an appeal against the decision of the Federal Court
Federal Court of Australia tersebut dan saat ini of Australia and currently there is a request from the
terdapat permintaan dari ACCC untuk melaksanakan ACCC to execute the decision even though the
isi putusan tersebut walaupun Perusahaan telah Company has filed an appeal and filed stay of
mengajukan banding dan mengajukan penundaan execution of the decision. The Company has also
eksekusi putusan. Perusahaan juga telah coordinated with Ministry of Foreign Affair, Republic
berkoordinasi dengan Kementerian Luar Negeri RI of Indonesia to handle this case. In connection with
dalam penanganan perkara ini. Sehubungan dengan the appeal filed, management has recorded a
banding yang diajukan, manajemen telah mencatat provision of AUD 2,500,000 which represents
provisi sebesar AUD 2.500.000 yang exposure on total assets owned by the Company.
merepresentasikan eksposur aset yang dimiliki
Perusahaan di Australia.
Pada 26 September 2019, ACCC mengajukan stay of On September 26, 2019, the ACCC filed a stay of
appeal ke Federal Court atas upaya banding yang appeal to the Federal Court for an appeal that had
telah diajukan oleh Garuda pada tanggal 26 Juni 2019 been submitted by Garuda on June 26, 2019 and on
dan pada tanggal 2 Maret 2020 telah berlangsung March 2, 2020 the hearing of its stay of appeal was
persidangan terkait stay of appeal dimaksud oleh held by the Court.
Pengadilan.
Sampai dengan tanggal penerbitan laporan keuangan As at issuance date of the consolidated financial
konsolidasian, Perusahaan belum menerima statements, the Company has not received the stay
keputusan hasil stay of appeal ataupun banding. of appeal or appeal result.
b. H. Eddy Sofyan b. H. Eddy Sofyan
Pada 11 April 2016, AWS menjadi pihak yang In 11 April 2016, AWS (“the Defendant”) received a
menerima gugatan (“Tergugat”) atas perbuatan claim filed for unlawful acts raised by Mr. Eddy Sofyan
melawan hukum yang diajukan oleh Bapak Eddy (“the Plaintiff”) in relation to the rights and uses of land
Sofyan (“Penggugat”) terkait pengajuan hak dan located in Belitung. The land certificates are owned
penggunaan tanah yang berlokasi di Belitung. by BIP, a subsidiary of AWS. On 23 March 2018, BIP
Sertifikat atas tanah dimiliki oleh BIP, salah satu entitas as the Defendant has won the case in the Supreme
anak AWS. Pada 23 Maret 2018, BIP sebagai Tergugat Court. On 25 November 2019, the Plaintiff has
telah memenangkan kasus ini di Mahkamah Agung. submitted a judical review to Supreme
Pada 25 November 2019, Penggugat telah Court. Management believed that the
mengajukan peninjauan kembali ke Mahkamah Agung. reconsideration was without merit and the Company
Manajemen berkeyakinan bahwa peninjauan kembali has a strong position to win the litigation case.
tersebut tidak berdasar dan Perusahaan memiliki
posisi yang kuat untuk memenangkan kasus
litigasi ini.
Sampai dengan tanggal penerbitan laporan keuangan As at issuance of the consolidated financial
konsolidasian, hasil keputusan dari Mahkamah Agung statement date, the result from the Supreme Court is
masih belum diketahui. Manajemen berkeyakinan tidak still unknown. Management believe there is no
perlu adanya provisi terkait hal ini. provision needed regarding to this matter.
c. Rolls Royce PLC dan Rolls Royce Total Care c. Rolls Royce PLC and Rolls Royce Total Care
Services Limited Services Limited
Pada tanggal 12 September 2018, Perusahaan On 12 September 2018, the Company filed a civil
mengajukan gugatan perdata kepada Rolls Royce lawsuit against Rolls Royce PLC and Rolls Royce
PLC dan Rolls Royce Total Care Services Limited Total Care Services Limited to cancel the aircraft
untuk membatalkan perjanjian perawatan mesin engine maintenance agreement between the
pesawat antara Perusahaan dan para tergugat terkait Company and the Defendants in connection with the
dengan Putusan Pengadilan Inggris No. U20170036 Decision of English Court No. U20170036 which
yang membuktikan para tergugat melakukan proved that the Defendants had committed fraudulent
perbuatan curang terkait dengan perjanjian. Saat ini acts regarding the Agreement. Currently the case is
kasus tersebut dalam proses penuntutan di being processed in the Central Jakarta District Court.
Pengadilan Negeri Jakarta Pusat.


50. MANAJEMEN RISIKO KEUANGAN 50. FINANCIAL RISK MANAGEMENT
Faktor risiko keuangan Financial risk factors
Aktivitas Grup rentan terhadap berbagai risiko keuangan: The Group’s activities are exposed to a variety of financial
risiko pasar (termasuk risiko nilai tukar mata uang asing risks: market risk (including foreign exchange risk, aircraft
risiko harga bahan bakar pesawat, dan risiko tingkat bunga), fuel price risk, and interest rate risk), credit risk and
risiko kredit dan risiko likuiditas. Program manajemen risiko liquidity risk. The Group’s overall risk management
Grup secara keseluruhan dipusatkan pada pasar keuangan programme focuses on the unpredictability of financial
yang tidak dapat diprediksi dan Grup berusaha untuk markets and seeks to minimise potential adverse effects
memperkecil efek yang berpotensi merugikan kinerja on the Group’s financial performance. The Group uses
keuangan Grup. Grup menggunakan instrumen keuangan derivative financial instruments to hedge certain risk
derivatif untuk lindung nilai atas eksposur risiko tertentu. exposures.
Grup menggunakan berbagai metode untuk mengukur risiko The Group uses various methods to measure risk to which
yang dihadapinya. Metode ini meliputi analisis sensitivitas it is exposed. These methods include sensitivity analysis
untuk risiko tingkat suku bunga, risiko nilai tukar mata uang in the case of interest rates, foreign exchange and other
asing dan risiko harga lainnya dan analisis umur piutang price risks and aging analysis for credit risk.
untuk risiko kredit.
a. Risiko pasar a. Market risk
(i) Risiko nilai tukar mata uang non-fungsional (i) Non-functional currency exchange risk
Grup rentan terhadap risiko nilai tukar mata uang The Group is exposed to currency exchange
yang timbul dari eksposur berbagai mata uang risk arising from various non-functional currency
non-fungsional, terutama terhadap Dolar AS. exposures, primarily with respect to the US
Risiko nilai tukar mata uang non-fungsional timbul Dollars. Non-functional exchange risk arises
dari transaksi komersil di masa depan serta aset from future commercial transactions and
dan liabilitas yang diakui. recognised assets and liabilities.
Manajemen telah membuat kebijakan untuk Management has set up a policy to require
mengelola risiko nilai tukar mata uang non- companies within the Group to manage their
fungsional terhadap mata uang fungsional non-functional exchange risk against their
perusahaan dalam Grup. functional currency.
Grup menggunakan kontrak cross currency The Group uses cross currency interest rate
interest rate swap untuk mengantisipasi dampak swaps to mitigate the impact of movements in
perubahan nilai tukar mata uang terhadap exchange rates on the consolidated financial
laporan keuangan konsolidasian. statements.
Pada tanggal 31 Desember 2019 dan 2018, Grup As at 31 December 2019 and 2018, the Group
memiliki aset dan liabilitas moneter dalam mata had monetary assets and liabilities denominated
uang non-fungsional sebagai berikut: in non-functional currencies as follows:
31/12/2019
Mata uang lain Jumlah setara
(dalam USD)/ USD/
Rupiah/ RMB/ YEN/ Other currencies USD
IDR CNY JPY (in USD*)) equivalents
ASET ASSETS
Kas dan setara kas 987,185,172,707 53,963,876 664,104,932 12,489,469 97,346,253 Cash and cash equivalents
Kas yang dibatasi
penggunaannya 67,446,901,346 - - - 4,851,946 Restricted cash
Piutang usaha 755,304,482,243 14,364,022 621,821,312 14,360,391 76,476,349 Trade receivables
Piutang lain-lain 360,079,523,672 - - 13,339 25,916,477 Other receivables
Aset tidak lancar
lain-lain 659,664,234,609 10,417,871 99,628,628 1,594,884 51,458,349 Other non-current assets
Total aset 2,829,680,314,577 78,745,769 1,385,554,872 28,458,083 256,049,374 Total assets


Laporan Keuangan
Financial Report
50. MANAJEMEN RISIKO KEUANGAN (lanjutan) 50. FINANCIAL RISK MANAGEMENT (continued)
a. Risiko pasar (lanjutan) a. Market risk (continued)
Pada tanggal 31 Desember 2019 dan 2018, Grup As at 31 December 2019 and 2018, the Group
memiliki aset dan liabilitas moneter dalam mata had monetary assets and liabilities denominated
uang non-fungsional sebagai berikut: (lanjutan) in non-functional currencies as follows:
(continued)
31/12/2019
(dalam USD)/ USD/
IDR CNY JPY (in USD**)) equivalents
Pinjaman jangka
pendek (6,324,013,714,448) - - - (454,932,286) Short-term loans
Utang usaha (5,409,995,113,983) (22,762,689) (33,841,951) (11,096,487) (403,847,936) Trade payables
Liabilitas anjak
piutang (758,585,354,560) - - - (54,570,560) Factoring liabilities
Utang lain-lain (162,261,762,325) (1,021,738) (865,456) (73,312) (11,900,261) Other payables
Akrual (1,794,518,990,216) (24,589,576) (361,079,250) (18,416,248) (154,354,369) Accruals
Pinjaman jangka
panjang (29,667,188,287) - - - (2,134,176) Long-term loans
Pinjaman efek Asset-backed
beragun aset (1,440,000,000,000) - - - (103,589,637) securitisation loan
Total liabilitas (15,919,042,123,819) (48,374,003) (395,786,657) (29,586,047) (1,185,329,225) Total liabilities
Liabilitas - bersih (13,089,361,809,242) 30,371,766 989,768,215 (1,127,964) (929,279,851) Liabilities - net
31/12/2018
*)

(dalam USD)/ USD/
IDR CNY JPY (in USD**)) equivalents
ASET ASSETS
Kas dan setara kas 754,130,237,301 86,640,744 966,568,765 17,929,621 91,382,396 Cash and cash equivalents
Piutang usaha 2,000,561,242,446 21,018,050 575,065,512 18,364,068 164,784,070 Trade receivables
Piutang lain-lain 83,089,429,947 18,078 12,000 103,179 5,843,746 Other receivables
Aset tidak lancar
lain-lain 576,012,879,084 9,434,621 107,238,180 8,705,930 50,828,712 Other non-current assets
Total aset 3,413,793,788,778 117,111,493 1,648,884,457 45,102,798 312,838,924 Total assets
Pinjaman jangka
pendek (7,277,809,567,960) - - - (502,576,450) Short-term loans
Utang usaha (4,411,366,458,088) (16,464,262) (250,378,512) (5,778,654) (315,075,915) Trade payables
Liabilitas anjak
piutang (1,075,892,641,407) - - - (74,296,847) Factoring liabilities
Utang lain-lain (191,438,986,711) - (3,842,844) (52,654) (13,307,287) Other payables
Akrual (1,341,613,977,536) (28,387,019) (406,703,025) (23,882,291) (124,345,859) Accruals
Pinjaman jangka
panjang (40,776,005,268) - - - (2,815,828) Long-term loans
Pinjaman efek Asset-backed
beragun aset (1,800,000,000,000) - - - (124,380,000) securitisation loan
Total liabilitas (16,138,897,636,970) (44,851,281) (660,924,381) (29,713,599) (1,156,798,186) Total liabilities
Liabilitas - bersih (12,725,103,848,192) 72,260,212 987,960,076 15,389,199 (843,959,262) Liabilities – net

*)
**)
Aset dan liabilitas dalam mata uang lainnya disajikan **)
Assets and liabilities denominated in other currencies
dalam jumlah setara dengan USD, menggunakan kurs are presented into its USD equivalent using the
yang berlaku pada akhir periode pelaporan. exchange rate prevailing at the end of reporting date.


Faktor risiko keuangan (lanjutan) Financial risk factors (continued)
Pada tanggal 31 Desember 2019 dan As at 31 December 2019 and 2018, the
2018, sensitivitas untuk perubahan 100 basis sensitivity to a 100 basis point change in
point nilai tukar mata uang fungsional (USD) exchange rate of functional currency of USD
terhadap saldo mata uang non-fungsional yang against significant outstanding non-functional
signifikan pada akhir periode pelaporan, dengan currency at the end of reporting period, with
variabel lain konstan terhadap laba setelah pajak other variables held constant, of the Group’s
Grup adalah sebagai berikut: profit after tax are as follows:
Perubahan kurs/ Dampak terhadap laba/(rugi) setelah

Changes in pajak/Effect on profit/(loss) after tax
Currency rate 31/12/2019 31/12/2018
Selain mata uang fungsional Other functional currency rates

Penguatan/(pelemahan) Strengthening/(weakening)
Rupiah 1% (7,062,097) (6,590,586) Rupiah
Renminbi China 1% 32,619 78,965 Chinese Renmimbi
Yen Jepang 1% 683 671 Japanese Yen
(ii) Risiko nilai bahan bakar pesawat (ii) Aircraft fuel price risk
Laba Grup dipengaruhi oleh perubahan harga The Group’s earnings are affected by changes
bahan bakar pesawat. Strategi Grup untuk in the price of aircraft fuel. The Group’s strategy
meminimalisasi risiko fluktuasi kenaikan harga for minimising the risk on fluctuation in aircraft
bahan bakar pesawat adalah melakukan lindung fuel price is to use cash flow hedge with a hedge
nilai arus kas dengan instrumen lindung nilai instruments “forward fuel hedge”. The Group
“forward fuel hedge”. Grup menerapkan has applied cash flow hedge accounting to
akuntansi lindung nilai arus kas untuk instrumen these derivatives as they are considered to be
lindung nilai ini karena memiliki efektivitas lindung highly effective hedging instruments.
nilai yang tinggi.
Sensitivitas risiko harga bahan bakar pesawat The aircraft fuel price risk sensitivity analysis is
dianalisa berdasarkan asumsi bahwa semua based on the assumption that all other factors,
faktor tetap termasuk biaya-biaya lain dan uplifted such as uplifted volume and other costs remain
volume. Analisa risiko harga bahan bakar constant. The aircraft fuel price risk analysis is
pesawat berdasarkan kontrak penerbangan based on regular and hajj flight contracts that
regular dan haji yang outstanding pada periode are still outstanding at reporting date. If the
pelaporan. Jika terjadi kenaikan/(penurunan) aircraft fuel price had increased/(decreased) in
harga sebesar USD 1 per barel, sebagai akibat price of USD 1 per barrel, as the result of change
perubahan harga bahan bakar, maka laba setelah in price of fuel, the profit after tax of the Group
pajak Grup akan mengalami would have (decreased)/increased by USD
(penurunan)/kenaikan USD 4.952.055 4,952,055 and (31 December 2018: loss after
(31 Desember 2018: rugi setelah pajak akan tax would increase./(decrease) by USD
mengalami kenaikan/(penurunan) USD 6,971,393).
6.971.393).


Laporan Keuangan
Financial Report
(iii) Risiko tingkat suku bunga (iii) Interest rate risk
Risiko suku bunga Grup terutama timbul dari The Group’s interest rate risk arises from long-
pinjaman dalam mata uang Dolar AS dan Rupiah. term borrowing denominated in US Dollars and
Risiko suku bunga dari kas tidak signifikan dan Rupiah. The interest rate risk on cash is not
semua instrumen keuangan lainnya tidak significant and all other financial instruments are
dikenakan bunga. Pinjaman yang diterbitkan not interest bearing. Borrowings issued at
dengan tingkat bunga variabel mengekspos Grup variable rates expose the Group to cash flow
terhadap risiko suku bunga arus kas. Grup interest rate risk. The Group has managed this
mengelola risiko ini dengan melakukan cross risk by entering into cross currency interest rate
currency interest rate swap dari porsi swap agreements on a portion of its debt to
pinjamannya untuk mengurangi pengaruh dari reduce the impact of changes in interest rates on
perubahan suku bunga mengambang. its floating rate debt.
Grup menganalisis eksposur dari risiko bunga The Group analyses its interest rate exposure
secara dinamis. Beberapa skenario disimulasikan on a dynamic basis. Various scenarios are
dengan beberapa pertimbangan seperti simulated taking into consideration the
pembiayaan kembali, memperbaharui dari kondisi refinancing of existing positions, and alternative
yang ada dan alternatif lain pembiayaan. financing. Based on the above scenarios, the
Berdasarkan skenario tersebut diatas, Grup Group manages its cash flows interest rate risk
mengelola risiko arus kas dari suku bunga dengan by refinancing borrowings at a lower interest
melakukan pembiayaan pinjaman dengan suku rate.
bunga yang lebih rendah.
Berikut ini analisis sensitivitas, ditentukan The sensitivity analysis below had been
berdasarkan eksposur suku bunga terhadap determined based on the exposure of the
liabilitas keuangan yang menggunakan suku financial liabilities to floating interest rates at the
bunga mengambang pada akhir periode end of reporting period. The analysis is prepared
pelaporan. Analisis ini disajikan dengan asumsi assuming the amount of the liability outstanding
liabilitas keuangan pada akhir periode pelaporan at the end of the reporting period was
masih beredar sepanjang periode, dengan outstanding for the whole period, with other
variabel lain konstan terhadap laba setelah pajak variables held constant, of the Group’s profit
Grup. after tax.
Pada tanggal 31 Desember 2019, jika suku bunga As at 31 December 2019, if the interest rate had
meningkat/menurun 0,1% dengan semua variabel increased/decreased by 0.1% with all variables
lainnya termasuk tarif pajak tetap konstan, maka including tax rates being held constant, the
laba setelah pajak akan menurun/meningkat Company’s profit after tax would
sebesar USD 411.454 (2018: USD 393.442). decrease/increase by USD 411,454 (2018:
USD 393,442).
b. Risiko kredit b. Credit risk
Risiko kredit yang dihadapi Grup adalah risiko The credit risk faced by the Group is the risk of
ketidakmampuan dari debitur untuk memenuhi inability of debtors to fulfill their financial obligations
liabilitas keuangannya sesuai dengan persyaratan- in accordance with the terms of the agreement. This
persyaratan yang telah disepakati bersama. Eksposur exposure derives mainly from risk of customers failing
tersebut terutama berasal dari risiko pelanggan akan to fulfill their obligations.
gagal memenuhi liabilitasnya.
Semua kas di bank, deposito berjangka, dan deposito All the cash in banks, time deposits and restricted
berjangka yang dibatasi penggunaannya ditempatkan time deposits are placed in reputable foreign and
di bank asing dan lokal yang memiliki reputasi. local banks.


b. Risiko kredit (lanjutan) b. Credit risk (continued)
Risiko kredit dari agen penjualan relatif rendah The credit risk from sales agents is relatively low due
dikarenakan sebagian besar penjualan tiket to most of the sales of passenger ticket and cargo
penumpang dan kargo ditangani melalui agen yang being handled by agents under the influence and
berada dalam pengaruh dan naungan IATA. Agen- auspices of IATA. These agents are connected with
agen ini terhubung dengan sistem kliring untuk setiap a clearing system for every country for settlement of
negara untuk penyelesaian penjualan tiket penumpang passenger ticket or cargo sales.
atau kargo.
Klaim dan liabilitas yang timbul antar maskapai Claims and liabilities incurred between airlines are
penerbangan biasanya diselesaikan secara bilateral normally settled bilaterally or through the IATA
atau melalui IATA Clearing House. Penyelesaian Clearing House. Settlement is mainly done by
dilakukan terutama dengan meng-offset piutang dan periodically offsetting payables and receivables,
utang secara berkala, yang menyebabkan which significantly reduces the risk of failure to pay.
berkurangnya risiko gagal bayar secara signifikan.
Risiko kredit dari transaksi investasi dan instrumen Credit risk from investments and derivative financial
keuangan derivatif timbul dari tidak dilakukannya instruments, arising from failure to make payments as
pembayaran sesuai kontrak, relatif rendah karena per the contract, is relatively low because such
transaksi hanya dilakukan dengan pihak yang memiliki transactions are only conducted with parties with a
peringkat kredit yang tinggi. high credit rating.
Grup mempunyai kebijakan untuk memastikan bahwa The Group has policies in place to ensure that sales
penjualan terhadap pelanggan dilakukan dengan of products are made to customers with an
riwayat kredit yang tepat, untuk membatasi jumlah appropriate credit history, to limit the amount of
kredit maksimum kepada pelanggan dan untuk maximum credit threshold to customers and to
memonitor pengunaan dari setiap batas kredit secara monitor the utilisation of the credit limits on a regular
berkala. basis.
Nilai tercatat aset keuangan pada laporan keuangan The carrying amount of financial assets recorded in
konsolidasian setelah dikurangi dengan penyisihan the consolidated financial statements, net of any
penurunan nilai yang mencerminkan eksposur allowance for impairment losses represents the
maksimum risiko kredit pada tanggal pelaporan adalah maximum credit risk exposure at the reporting date
sebagai berikut: are as follows:
31/12/2019 31/12/2018*)
Kas dan setara kas 299,348,853 253,074,999 Cash and cash equivalents
Kas dibatasi penggunaannya 5,651,945 569,923 Restricted Cash
Piutang usaha 249,856,417 286,498,234 Trade receivables
Tagihan bruto kepada pelanggan 98,633,447 123,119,089 Gross receivable from customers
Piutang lain-lain 37,666,598 16,694,815 Other receivables
Dana perawatan pesawat Maintenance reserve fund
dan uang jaminan 1,731,560,436 1,666,138,746 and security deposits
Aset lain-lain 62,822,448 59,643,001 Other assets
Total 2,485,540,144 2,405,738,807 Total

*)


Laporan Keuangan
Financial Report
c. Risiko likuiditas c. Liquidity risk
Risiko likuiditas merupakan risiko yang muncul dalam Liquidity risk is defined as a risk that arises in
situasi dimana posisi arus kas Grup mengindikasikan situations where the cash inflow from short-term
bahwa arus kas masuk dari pendapatan jangka pendek revenue is not enough to cover the cash outflow of
tidak cukup untuk memenuhi arus kas keluar untuk short-term expenditure. To manage its liquidity risk,
pengeluaran jangka pendek. Untuk mengatur risiko the Group monitors its level of cash and cash
likuiditas, Grup memonitor dan menjaga tingkat kas equivalents and maintains these at a level deemed
dan setara kas yang diperkirakan cukup untuk adequate to finance the Group's operational activities
mendanai kegiatan operasional Grup dan mengurangi and to mitigate the effect of fluctuations in cash flow.
pengaruh fluktuasi arus kas. Manajemen Grup juga The Group's management also regularly monitors
secara rutin memonitor perkiraan arus kas dan arus projected and actual cash flow, including loan
kas aktual, termasuk profil jatuh tempo pinjaman, dan maturity profiles and continuously assesses the
secara terus menerus menilai kondisi pasar keuangan financial markets for opportunities to raise funds. In
untuk kesempatan memperoleh dana. Sebagai addition, the Group has a stand-by loan facility which
tambahan, Grup juga mengatur untuk memiliki fasilitas can be drawn upon request to fund its operations as
stand-by loan yang dapat ditarik sesuai dengan and when needed.
permintaan untuk mendanai kegiatan operasi pada
saat diperlukan.
Tabel dibawah ini menganalisa liabilitas keuangan The table below analyses the Group’s financial
Grup pada tanggal pelaporan berdasarkan kelompok liabilities at the reporting date into relevant maturity
jatuh temponya dari sisa periode hingga tanggal jatuh groupings based on the remaining period to the
tempo kontraktual. Jumlah yang diungkapkan dalam contractual maturity date. The amounts disclosed in
tabel ini adalah nilai arus kas kontraktual yang tidak the table represent contractual undiscounted cash
terdiskonto termasuk estimasi pembayaran bunga: flows including estimated interest payments:
31/12/2019
Lebih dari satu
tahun tetapi
tidak lebih dari
Dalam lima tahun/ Lebih dari
satu tahun/ Over one year lima tahun/
Within but no longer than Over Total/
one year five years than five years Total

Tanpa bunga Non-interest bearing
Utang usaha 686,472,316 - - 686,472,316 Trade payables
Utang lain-lain 45,890,412 - - 45,890,412 Other payables
Akrual 236,284,494 - - 236,284,494 Accruals
Tingkat bunga variabel Variable interest rate
Pinjaman jangka pendek 382,744,940 - - 382,744,940 Short-term loans
Liabilitas anjak piutang 12,634,755 - - 12,634,755 Factoring liabilities
Pinjaman jangka panjang 51,764,278 72,868,449 24,852,988 149,485,715 Long-term loans
Liabilitas sewa pembiayaan 5,519,924 16,593,603 - 22,113,527 Finance lease liabilities
Tingkat bunga tetap Fixed interest rate
Pinjaman jangka panjang 1,467,632 4,605,756 561,561 6,634,949 Long-term loans
Pinjaman efek beragun aset 35,366,161 90,948,493 - 126,314,654 Asset-backed securitisation loan
Utang obligasi 513,871,741 - - 513,871,741 Bonds payable
2,649,585,877 208,640,241 25,414,549 2,883,640,667


c. Risiko likuiditas (lanjutan) c. Liquidity risk (continued)
31/12/2018*)
Lebih dari satu
tahun tetapi
tidak lebih dari
Dalam lima tahun/ Lebih dari
satu tahun/ Over one year lima tahun/
Within but no longer than Over Total/
one year five years than five years Total

Tanpa bunga Non-interest bearing
Utang usaha 474,872,905 - - 474,872,905 Trade payables
Utang lain-lain 122,671,648 - - 122,671,648 Other payables
Akrual 235,211,525 - - 235,211,525 Accruals
Tingkat bunga variabel Variable interest rate
Liabilitas sewa pembiayaan 5,739,755 21,111,907 1,286,692 28,138,354 Finance lease liabilities
Tingkat bunga tetap Fixed interest rate
Pinjaman jangka panjang 759,647 2,711,229 1,157,528 4,628,404 Long-term loans
Pinjaman efek beragun aset 36,373,524 121,255,438 - 157,628,962 Asset-backed securitisation loan
Utang obligasi 29,750,000 511,720,180 - 541,470,180 Bonds payable
2,116,354,112 765,057,927 9,707,648 2,891,119,687

*)
Estimasi nilai wajar Fair value estimation
Nilai wajar aset dan liabilitas keuangan diestimasi untuk The fair value of financial assets and liabilities is estimated
keperluan pengakuan dan pengukuran atau untuk for recognition and measurement or for disclosure
keperluan pengungkapan. purposes.
Nilai wajar adalah suatu jumlah dimana suatu aset dapat The fair value is the amount for which an asset could be
dipertukarkan atau suatu liabilitas diselesaikan antara pihak exchanged or a liability settled between knowledgeable
yang memahami dan berkeinginan untuk melakukan and willing parties in an arm's length transaction.
transaksi wajar.
PSAK 68, “Pengukuran Nilai Wajar” mensyaratkan PSAK 68, “Fair Value Measurement” requires disclosure
pengungkapan atas pengukuran nilai wajar dengan tingkat of fair value measurements by level of the following fair
hierarki nilai wajar sebagai berikut: value measurement hierarchy:
a) harga kuotasian (tidak disesuaikan) dalam pasar aktif a) quoted prices (unadjusted) in active markets for
untuk aset atau liabilitas yang identik (tingkat 1) identical assets or liabilities (level 1)
b) input selain harga kuotasian yang termasuk dalam b) inputs other than quoted prices included within level
tingkat 1 yang dapat diobservasi untuk aset atau 1 that are observable for the asset or liability, either
liabilitas, baik secara langsung (misalnya harga) atau directly (as prices) or indirectly (derived from prices)
secara tidak langsung (misalnya derivasi dari harga) (level 2), and
(tingkat 2), dan
c) input untuk aset atau liabilitas yang bukan berdasarkan c) inputs for the asset or liability that are not based on
data pasar yang dapat diobservasi (input yang tidak observable market data (unobservable inputs) (level
dapat diobservasi) (tingkat 3). 3).
Nilai wajar instrumen keuangan yang tidak diperdagangkan The fair value of financial instruments that are not traded
di pasar aktif ditentukan dengan menggunakan teknik in an active market is determined using valuation
penilaian tertentu. Teknik tersebut menggunakan data techniques. These valuation techniques maximise the use
pasar yang dapat diobservasi sepanjang tersedia dan of observable market data where it is available and rely as
seminimal mungkin mengacu pada estimasi. Apabila little as possible on estimates. If all significant inputs
seluruh input signifikan atas nilai wajar dapat diobservasi, required to fair value an instrument are observable, the
instrumen keuangan ini termasuk dalam tingkat 2. instrument is included in level 2.


Laporan Keuangan
Financial Report
Estimasi nilai wajar (lanjutan) Fair value estimation (continued)
Tabel dibawah ini menggambarkan nilai tercatat dan nilai The table below describes the carrying amount and fair
wajar dari liabilitas keuangan yang tidak disajikan Grup value of the financial liabilities that are not presented by
pada nilai wajarnya: the Group at fair value:
31/12/2019 31/12/2018*)
Nilai tercatat/ Nilai wajar/ Nilai tercatat/ Nilai wajar/
Carrying amount Fair value Carrying amount Fair value

Liabilitas sewa pembiayaan 52,568,577 52,478,680 66,850,098 66,902,125 Finance lease liabilities
Utang obligasi 498,996,741 498,800,000 496,845,180 481,885,000 Bonds payable
*)
Nilai wajar dari utang sewa pembiayaan dinilai The fair value of finance lease payables is measured using
menggunakan diskonto arus kas berdasarkan tingkat suku discounted cash flows based on the interest rate of the
bunga yang dikenakan pada masing-masing utang sewa latest finance lease payable entered into by the Group.
pembiayaan terakhir yang didapatkan Grup. Pengungkapan Fair value disclosure of finance lease payables is
nilai wajar utang sewa pembiayaan dihitung menggunakan calculated using Level 2 inputs.
Tingkat 2.
Nilai wajar dari utang sukuk dan pinjaman efek beragun The fair values of sharia bonds payable and asset-backed
asset dengan harga kuotasian diukur berdasarkan harga securities are based on quoted market prices at the
pasar kuotasian pada tanggal posisi keuangan. Instrumen financial position date. These instruments are classified as
ini diklasifikasikan dalam Level 1 pada hirarki nilai wajar Level 1 in the fair value hierarchy.
Investasi saham jangka panjang yang nilai wajarnya tidak Other long-term investments in shares for fair values can
dapat diukur secara andal diukur menggunakan Level 3 not be reliably measured are measured using Level 3 of
dalam hirarki nilai wajar yang mencerminkan jumlah yang fair value hierarchy which represents consideration
dibayarkan atau harga perolehan. payment or cost.
Pada tanggal 31 Desember 2019 dan 2018, instrumen As at 31 December 2019 and 2018, the derivative financial
keuangan derivatif dihitung menggunakan Tingkat 2. Nilai instruments are measured using a Level 2 method. The fair
wajar diukur pada nilai tunai estimasi arus kas masa depan value is measured as the present value of the estimated
berdasarkan kurva pendapatan yang dapat diobservasi. future cash flows based on observable yield curves.
Utang bank dan pinjaman dari pihak ketiga merupakan Bank loans and loans from a third party are liabilities with
liabilitas dengan tingkat bunga mengambang, sehingga nilai floating interest rates, thus the carrying amounts of the
tercatat setara dengan nilai wajar. financial liabilities approximate their fair value.
Nilai tercatat dari aset dan liabilitas keuangan lainnya telah The carrying amounts of other financial assets and
berkisar menunjukkan nilai wajarnya karena memiliki sifat liabilities approximate their fair value due to the short-term
jangka pendek dari instrumen keuangannya. nature of the financial instruments.
Untuk tahun yang berakhir pada tanggal 31 Desember 2019 For the year ended 31 December 2019 and 2018, there
dan 2018, tidak terdapat pengalihan antar tingkat. were no transfers between levels.
Manajemen risiko permodalan Capital risk management
Dalam mengelola permodalannya, Grup senantiasa In managing its capital, the Group safeguards its ability to
mempertahankan kelangsungan usaha serta continue as a going concern and to maximise benefits to
memaksimalkan manfaat bagi pemegang saham dan the shareholders and other stakeholders.
pemangku kepentingan lainnya.
Grup secara aktif dan rutin menelaah dan mengelola The Group actively and regularly reviews and manages its
permodalannya untuk memastikan struktur modal dan capital to ensure the optimal capital structure and return to
pengembalian yang optimal bagi pemegang saham, dengan the shareholders, taking into consideration the efficiency
mempertimbangkan efisiensi penggunaan modal of capital use based on operating cash flows and capital
berdasarkan arus kas operasi dan belanja modal, serta expenditure and also consideration of future capital needs.
mempertimbangkan kebutuhan modal di masa yang akan
datang.


Manajemen risiko permodalan (lanjutan) Capital risk management (continued)
Grup juga berusaha mempertahankan keseimbangan The Group also seeks to maintain a balance between its
antara tingkat pinjaman dan posisi ekuitas untuk the level of borrowing and the equity position in order to
memastikan struktur modal dan pengembalian yang ensure the optimal capital structure and return. There were
optimal. Tidak ada perubahan pada pendekatan Grup dalam no changes in the Group’s approach to capital
mengelola permodalannya selama tahun berjalan. management during the year.
Gearing ratio adalah sebagai berikut: The gearing ratios are as follows:
31/12/2019 31/12/2018*)
Pinjaman Debt
Pinjaman jangka pendek 984,853,063 1,047,132,765 Short-term loans
Liabilitas anjak piutang 54,570,560 109,780,236 Factoring liabilities
Pinjaman jangka panjang 143,376,665 103,072,687 Long-term loans
Utang obligasi 498,996,741 496,845,180 Bonds payable
Pinjaman efek beragun aset 103,589,637 124,380,000 Asset-backed securitisation loan
Liabilitas sewa pembiayaan 52,568,577 66,850,098 Finance lease liabilities
Total pinjaman 1,837,955,243 1,948,060,966 Total debt

Kas dan setara kas (299,348,853) (253,074,999) Cash and cash equivalents
Pinjaman bersih 1,538,606,390 1,694,985,967 Net debt

Ekuitas 720,622,891 639,806,556 Equity
Rasio pinjaman bersih terhadap ekuitas 214% 265% Net debt to equity ratio
Rasio pinjaman terhadap ekuitas 2.55 3.04 Debt to equity

*)
Dewan Komisaris dan Direksi secara berkala meninjau performa The Boards of Commissioners and Directors periodically
keuangan Grup. Sebagai bagian dari tinjauan ini, Dewan review the Groups’ financial performance. As part of this
Komisaris dan Direksi mempertimbangkan eksposur risiko review, the Boards of Commissioners and Directors consider
keuangan. the Groups’ financial risk exposure.
51. SEGMEN OPERASI 51. OPERATING SEGMENTS
Informasi yang dilaporkan kepada direksi untuk tujuan Information reported to directors for the purpose of
alokasi sumber daya dan penilaian kinerja segmen resources allocation and assessment of segment
difokuskan pada jenis produk atau jasa yang diberikan atau performance focuses on type of products or services
disediakan. delivered or provided.
Segmen yang dilaporkan Grup merupakan kegiatan The Group’s reportable segments are engaged based on
berdasarkan operasi penerbangan, jasa pemeliharaan flight operation, aircraft maintenance services and other
pesawat dan operasi lain lain. operation.
Berikut ini adalah operasi menurut setiap segmen yang The following summary describes the operations in each
dapat dilaporkan: of the reportable segments:
Operasi penerbangan Flight operation
Angkutan udara niaga berjadwal dan tidak berjadwal Undertaking scheduled and non-scheduled commercial air
untuk penumpang, barang dan pos dalam negeri dan luar transportation of domestic or international passengers,
negeri. cargo and mail.
Jasa pemeliharaan pesawat Aircraft maintenance services
Reparasi dan pemeliharaan pesawat udara, baik untuk Providing aircraft repair and maintenance, to satisfy own
keperluan sendiri maupun untuk pihak ketiga. needs and the needs of third parties.


Laporan Keuangan
Financial Report
51. SEGMEN OPERASI (lanjutan) 51. OPERATING SEGMENTS (continued)
Operasi lain-lain Other operations
Jasa penunjang operasional angkutan udara niaga, meliputi Support services for commercial air transportation
jasa catering dan jasa groundhandling, jasa layanan, jasa operation comprise of catering services and
sistem informasi dan jasa lainnya baik untuk keperluan groundhandling services, information system services and
sendiri maupun untuk pihak ketiga. other services to satisfy own needs and the needs of third
parties.
Kebijakan akuntansi dari segmen dilaporkan sama dengan The accounting policies of the reportable segments are the
kebijakan akuntansi Grup seperti dijabarkan pada same as the Group’s accounting policies described in Note
Catatan 2. Hasil segmen merupakan laba yang diperoleh 2. Segment profit represents the profit earned by each
setiap segmen tanpa memperhitungkan alokasi bagian laba segment without allocation of equity profit of associate,
bersih asosiasi, pendapatan keuangan dan beban finance income and finance cost. This is the measure
keuangan. Hal ini merupakan pengukuran yang dilaporkan reported to the Directors as the chief operating decision
kepada Direksi sebagai pengambil keputusan operasional maker for the purposes of resource allocation and
untuk tujuan alokasi sumber daya dan penilaian kinerja assessment of segment performance.
segmen.
Berikut ini pendapatan dan beban segmen meliputi The revenue and expenses including the inter segment
transaksi antar segmen usaha, aset dan liabilitas segmen transaction and segment assets and liabilities and other
serta informasi lain. information are as follows:
2019
Jasa pemeliharaan
pesawat/ Jumlah sebelum
Operasi Aircraft eliminasi/
penerbangan/ maintenance Operasi lain-lain/ Total before Eliminasi/ Jumlah/
Flight operation services Other operations elimination Elimination Total
Hasil segmen Segment result

Pendapatan eksternal 4,144,734,169 223,426,740 204,477,174 4,572,638,083 - 4,572,638,083 External revenue
Pendapatan antar segmen 1,552,561 296,057,745 932,702,407 1,230,312,713 (1,230,312,713) - Intersegment revenue
Jumlah pendapatan 4,146,286,730 519,484,485 1,137,179,581 5,802,950,796 (1,230,312,713) 4,572,638,083 Net revenue
Beban eksternal (2,742,309,180) (491,447,917) (1,175,434,172) (4,409,191,269) - (4,409,191,269) External expense

Beban antar segmen (1,176,880,786) (8,364,384) (45,067,543) (1,230,312,713) 1,230,312,713 - Intersegment expense
Jumlah beban (3,919,189,966) (499,812,301) (1,220,501,715) (5,639,503,982) 1,230,312,713 (4,409,191,269) Net expense
Hasil segmen 227,096,764 19,672,184 (83,322,134) 163,446,814 - 163,446,814 Segment result
Pendapatan/(beban) yang tidak

dapat dialokasikan Unallocated Income/(expenses)
lainnya (16,432,144) (charges)
Bagian laba bersih asosiasi (21,484) Equity in net income of associates
Pendapatan keuangan 45,257,323 Finance income
Beban keuangan (139,990,076) Finance cost
Laba sebelum pajak 52,260,433 Profit before tax
Beban pajak (45,802,668) Tax expense
Laba bersih tahun berjalan 6,457,765 Net income for the year
Posisi keuangan Financial position

Aset segmen 4,301,208,172 756,390,458 1,583,424,073 6,641,022,703 (2,185,346,929) 4,455,675,774 Segment assets
Liabilitas segmen 3,585,570,095 491,115,127 1,221,612,933 5,298,298,155 (1,563,245,272) 3,735,052,883 Segment liabilities
Penyusutan dan amortisasi segmen 153,130,779 17,663,906 11,177,963 181,972,648 - 181,972,648 Segment depreciation and amortisation


51. SEGMEN OPERASI (lanjutan) 51. OPERATING SEGMENTS (continued)

2018*)
Jasa pemeliharaan
pesawat/ Jumlah sebelum
Operasi Aircraft eliminasi/
penerbangan/ maintenance Operasi lain-lain/ Total before Eliminasi/ Jumlah/
Flight operation services Other operations elimination Elimination Total
Hasil segmen Segment result

Pendapatan eksternal 3,938,315,708 212,707,868 179,417,485 4,330,441,061 - 4,330,441,061 External revenue
Pendapatan antar segmen 961,911 257,311,918 970,298,986 1,228,572,815 (1,228,572,815) - Intersegment revenue
Jumlah pendapatan 3,939,277,619 470,019,786 1,149,716,471 5,559,013,876 (1,228,572,815) 4,330,441,061 Net revenue
Beban eksternal (3,059,589,235) (428,168,625) (1,106,024,741) (4,593,782,601) - (4,593,782,601) External expense

Beban antar segmen (1,167,956,871) (10,227,368) (50,388,576) (1,228,572,815) 1,228,572,815 - Intersegment expense
Jumlah beban (4,227,546,106) (438,395,993) (1,156,413,317) (5,822,355,416) 1,228,572,815 (4,593,782,601) Net expense
Hasil segmen (288,268,487) 31,623,793 (6,696,846) (263,341,540) - (263,341,540) Segment result
Pendapatan/(beban) yang tidak

dapat dialokasikan Unallocated Income/(expenses)
lainnya 64,235,991 (charges)
Bagian laba bersih asosiasi 204,241 Equity in net income of associates
Pendapatan keuangan 40,011,858 Finance income
Beban keuangan (127,503,999) Finance cost
Rugi sebelum pajak (286,393,449) Loss before tax
Manfaat pajak 57,503,925 Tax benefit
Rugi bersih tahun berjalan (228,889,524) Net loss for the year
Posisi keuangan Financial position

Aset segmen 4,072,623,388 709,424,473 1,227,062,034 6,009,109,895 (1,853,635,092) 4,155,474,803 Segment assets
Liabilitas segmen 3,402,271,648 436,395,637 989,781,230 4,828,448,515 (1,312,780,268) 3,515,668,247 Segment liabilities
Penyusutan dan amortisasi segmen 150,156,221 15,350,231 12,458,281 177,964,733 - 177,964,733 Segment depreciation and amortisation
Berikut merupakan pendapatan segmen usaha tiap wilayah The following is the total operating revenue of each region
berdasarkan pusat regional: based on its central region:
2019 2018*)
Pendapatan berdasarkan segmen Total revenue based on geographical

geografis segment
Domestik Domestic
Jakarta 3,187,285,622 2,830,242,895 Jakarta
Surabaya 345,763,423 370,260,553 Surabaya
Makassar 202,259,394 216,342,474 Makassar
Medan 123,668,067 138,620,695 Medan
Internasional International
Tokyo 359,961,800 338,939,593 Tokyo
Sydney 123,535,646 117,030,114 Sydney
Amsterdam 98,295,797 132,625,895 Amsterdam
Shanghai 82,054,207 130,052,656 Shanghai
Singapura 49,814,127 56,326,186 Singapore
4,572,638,083 4,330,441,061
*)
52. KUASI REORGANISASI 52. QUASI REORGANISATION
Sebagai dampak memburuknya kondisi ekonomi di As a result of adverse economic conditions in Indonesia
Indonesia sejak pertengahan tahun 1997 dan dampak since in the middle of 1997 and other negative factors, the
negatif lainnya, Perusahaan memiliki akumulasi defisit Company has accumulated a deficit totaling
sebesar USD 1.385.459.977 pada tanggal 1 Januari 2012. USD 1,385,459,977 as at 1 January 2012. The Company
Para pemegang saham Perusahaan menyetujui shareholders had approved to carrying out a quasi-
dilakukannya kuasi-reorganisasi pada tanggal 1 Januari reorganisation in order to eliminate the accumulated
2012, dalam rangka mengeliminasi akumulasi kerugian losses as of 1 January 2012, in accordance with PSAK No.
mengacu pada PSAK No. 51 (revisi 2003). 51 (revised 2003).


Laporan Keuangan
Financial Report
52. KUASI REORGANISASI (lanjutan) 52. QUASI REORGANISATION (continued)
Kuasi-reorganisasi dilakukan dengan metode reorganisasi The quasi-reorganisation was carried out using the
akuntansi dimana aset dan liabilitas dinilai kembali sebesar accounting for reorganisation method, whereby assets and
nilai wajarnya yang dihitung dengan metode nilai pasar dan liabilities are revalued at their fair values using market
arus kas yang didiskontokan. Selisih hasil revaluasi aset dan value and discounted cash flows model. The revaluation
liabilitas disajikan dalam saldo selisih revaluasi aset dan surplus of asset and liabilities is recognised as difference
liabilitas yang digunakan untuk mengeliminasi defisit. in revaluation of assets and liabilities and used for
Sebagai tambahan, nilai wajar dari aset dan liabilitas yang eliminating deficit. In addition, the fair value of those assets
digunakan dalam kuasi-reorganisasi menjadi saldo awal di and liabilities as used in the quasi-reorganisation becomes
dalam laporan keuangan yang dimulai tanggal 1 Januari the initial carrying amount in the consolidated financial
2012 dan selanjutnya diukur menggunakan kebijakan statements commencing 1 January 2012 and are
akuntansi yang relevan. subsequently measured using the relevant accounting
policies.
Selanjutnya, Perusahaan mengajukan pengurangan nilai Moreover, the Company proposed a reduction of par value
nominal per saham dari Rp 500 menjadi Rp 459, tanpa per share from Rp 500 to Rp 459, without reducing the
mengurangi jumlah saham yang beredar. Penurunan nilai number of shares; thereby creating additional paid-in
nominal saham tersebut menghasilkan tambahan modal capital of USD 459,852 as at 1 January 2012. In
disetor sebesar USD 459.852 pada tanggal 1 Januari 2012. accordance with regulations, both the quasi-reorganisation
Sesuai dengan peraturan yang berlaku, pelaksanaan kuasi- and reduction of par value of shares of the Company
reorganisasi dan penurunan nilai nominal saham should be approved by the Company’s shareholders and
Perusahaan harus mendapat persetujuan dari para Minister of Justice and Human Rights before becoming
pemegang saham Perusahaan dan Menteri Hukum dan Hak effective. Based on the Shareholders’ Extraordinary
Asasi Manusia sebelum hal tersebut berlaku. Berdasarkan General Meeting Deed No. 1 dated 28 June 2012 of Aulia
akta Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) Taufani, S.H., the shareholders’ approved the quasi-
No. 1 tanggal 28 Juni 2012 dari Aulia Taufani, S.H., para reorganisation as at 1 January 2012 and the reduction of
pemegang saham, telah menyetujui pelaksanaan kuasi- par value per share to effect the quasi-reorganisation. This
reorganisasi per tanggal 1 Januari 2012 dan penurunan Deed was approved by the Ministry of Justice and Human
modal saham. Akta ini telah memperoleh persetujuan dari Rights in his decision letter No. AHU-66159.AH.01.02
Menteri Hukum dan Hak Asasi Manusia Republik Indonesia Tahun 2012 dated 27 December 2012. Furthermore, the
melalui Surat Keputusan No. AHU-66159.AH.01.02 Tahun Company had obtained approval from the President of the
2012 tanggal 27 Desember 2012. Lebih lanjut, Perusahaan Republic of Indonesia as stated in the Government
telah memperoleh persetujuan dari Presiden Republik Regulation No. 114 Year 2012 dated 27 December 2012,
Indonesia yang dituangkan dalam Peraturan Pemerintah which was published in State Gazette of the Republic of
No. 114 Tahun 2012 tanggal 27 Desember 2012, yang Indonesia No. 287 in 2012.
diumumkan dalam Lembaran Negara Republik Indonesia
No. 287 tahun 2012.
Selanjutnya, Grup melakukan penilaian kembali laporan Accordingly, the Group revalued its opening consolidated
keuangan konsolidasian per tanggal 1 Januari 2012, ke nilai statement of financial position at 1 January 2012, to fair
wajar yang dilakukan oleh penilai independen. Dampak value which was determined by an independent appraiser.
penyesuaian atas nilai wajar aset tersebut, menyebabkan The fair value adjustment resulted in USD 44,963,385
kenaikan aset sebesar USD 44.963.385. Berikut daftar aset revaluation increase of assets. The assets principally
yang mengalami penyesuaian atas nilai wajarnya: affected by the fair value adjustments and the amount of
such adjustments are as follows:
Penilai/ Kenaikan revaluasi/

Appraisal Revaluation increase
Persediaan KJPP Doli Siregar & Rekan 7,315,622 Inventories

Dana perawatan pesawat dan Maintenance reserve funds and
uang jaminan KJPP Doli Siregar & Rekan 11,923,653 security deposits
Investasi pada entitas asosiasi KJPP Doli Siregar & Rekan 522,676 Investment in associates
Aset keuangan lain KJPP Doli Siregar & Rekan 1,141,984 Other financial assets
Aset tetap KJPP Doli Siregar & Rekan 23,989,249 Fixed assets
Aset lain-lain bersih KJPP Doli Siregar & Rekan 70,201 Other assets - net
44,963,385


52. KUASI REORGANISASI (lanjutan) 52. QUASI REORGANISATION (continued)
Tidak terdapat penyesuaian atas nilai liabilitas pada tanggal No adjustment was made to the value of liabilities as at
1 Januari 2012, karena jumlah tercatat sebelum kuasi- 1 January 2012, because the carrying amount prior to
reorganisasi telah mencerminkan nilai wajarnya. quasi-reorganisation reflected their fair value.
Dengan kuasi-reorganisasi tersebut, Perusahaan Through the quasi-reorganisation, the Company

mengeliminasi defisit per tanggal 1 Januari 2012 sebesar eliminated the balance of its accumulated losses as at
USD 1.385.459.977, dengan komponen ekuitas sebagai 1 January 2012 of USD 1,385,459,977, against the
berikut: following equity components:
USD
Defisit (1,385,459,977) Deficit

Selisih penilaian kembali aset dan liabilitas 44,963,385 Difference on revaluation assets and liabilities
Opsi saham 2,278,677 Share option
Komponen ekuitas lainnya - surplus revaluasi 83,793,914 Other component of equity revaluation surplus
Tambahan modal disetor (Catatan 32) 108,518,998 Additional paid-in capital (Note 32)
Modal ditempatkan dan disetor (Catatan 31) 1,145,905,003 Issued and paid-up capital (Note 31)
53. CATATAN PENDUKUNG LAPORAN ARUS KAS 53. NOTES SUPPORTING CONSOLIDATED STATEMENTS
KONSOLIDASIAN OF CASH FLOWS
Transaksi non-kas Non-cash transactions
Grup melakukan transaksi investasi yang tidak The Group entered into non-cash investing activities which
mempengaruhi kas dan tidak termasuk dalam laporan arus are not reflected in the consolidated statement of cash
kas konsolidasian dengan rincian sebagai berikut: flows with details as follows:
31/12/2019 31/12/2018
Kenaikan aset tetap melalui liabilitas estimasi Increase in fixed assets through
pengembalian dan pemeliharaan estimated liability for aircraft return and
pesawat 142,213,772 76,397,511 maintenance cost
Penambahan/(penurunan) aset tetap Increase/(decrease) in fixed assets
melalui utang usaha 68,501,273 (46,563) through accounts payable
Berikut ini transaksi kas dan non-kas dari aktivitas Following is the cash and non-cash transactions from
pendanaan yang ditunjukkan dalam rekonsiliasi liabilitas financial activities which are showed in the reconciliation of
dari transaksi pendanaan. liabilities from financing activities.
Liabilitas sewa Pinjaman efek
Pinjaman Liabilitas anjak Liabilitas pembiayaan/ beragun aset/
jangka pendek/ piutang/ jangka panjang / Finance lease Utang obligasi/ Asset-backed
Short-term loans Factoring liabilities Long-term loans liabilities Bonds payable securitisation loan
Catatan 17 Catatan 19/ Catatan 24/ Catatan 27/ Catatan 26/ Catatan 23/
Note 17 Note 19 Note 24 Note 27 Note 26 Note 23
Saldo 01/01/2019/Balance as at 01/01/2019 1,045,076,906 109,780,236 103,072,687 66,850,098 496,845,180 124,380,000
Perubahan arus kas dari aktivitas pendanaan/

Changes from financing cash flows
Penerimaan/Proceeds 2,044,651,741 346,793,824 66,249,765 - - -
Pembayaran/Payment (2,130,879,328) (402,003,500) (26,093,419) (14,281,521) - (25,378,010)
(86,227,587) (55,209,676) 40,156,346 (14,281,521) - (25,378,010)
Perubahan dari transaksi non kas/Non-cash changes

Amortisasi biaya transaksi/
Amortisation of transaction cost - - - - 2,151,561 -
Keuntungan kurs mata uang non-fungsional/
Non-functional exchange losses 24,065,905 - 147,632 - - 4,587,647
24,065,905 - 147,632 - 2,151,561 4,587,647
Saldo 31/12/2019/Balance as at 31/12/2019 982,915,224 54,570,560 143,376,665 52,568,577 498,996,741 103,589,637


Laporan Keuangan
Financial Report
54. PENYAJIAN DAN REKLASIFIKASI KEMBALI LAPORAN 54. RESTATEMENT AND RECLASSIFICATION OF THE
KEUANGAN KONSOLIDASIAN CONSOLIDATED FINANCIAL STATEMENTS
Grup telah mengubah dan menyajikan kembali laporan The Group has amended and restated the consolidated
keuangan konsolidasian untuk tahun yang berakhir financial statements for the year ended 31 December 2018
31 Desember 2018 yang diterbitkan tanggal 25 Juli 2019 which was issued on 25 July 2019 to correct errors in the
untuk memperbaiki kesalahaan atas pengakuan, recognition, measurement and presentation in the several
pengukuran dan penyajian beberapa komponen laporan line items of Grup's financial statements to be inline
keuangan konsolidasian untuk menyelaraskan dengan requirement of Indonesian Financial Accounting Standards
Standar Akuntansi Keuangan di Indonesia dan peraturan and OJK regulations No. VIII.G.7. on Presentation and
yang di tetapkan oleh OJK No. VIII.G.7. mengenai pedoman Disclosures of Financial Statements of Issuers or Public
Penyajian dan Pengungkapan Laporan Keuangan Emiten Companies. Some adjustments also affected the
atau Perusahaan Publik. Beberapa penyesuaian juga beginning balance of the earliest period presented,
berdampak pada saldo awal periode penyajian, 1 Januari 1 January 2018.
2018.
Berikut ini ringkasan penjelasan terkait dengan penyesuaian The following is a summary of explanation on adjustments
dalam penyajian kembali laporan keuangan konsolidasian pertaining to the restatements of consolidated financial
yang untuk tahun yang berakhir 31 Desember 2018 dan statements for the year ended 31 December 2018 and its
saldo awal periode penyajian, 1 Januari 2018: impact to the beginning balance of the earliest period
presented, 1 January 2018:
a) Penyesuaian koreksi atas kesalahan dalam a) Correction adjustment for errors in recognition,
pengakuan, pengukuran dan penyajian KIK EBA measurement and presentation of KIK EBA Mandiri
Mandiri GIAA01. Penyesuaian koreksi dilakukan GIAA01. Correction adjustment is done by treating
dengan memperlakukan KIK EBA Mandiri GIAA01 KIK EBA MANDIRI GIAA01 as part of consolidated
sebagai bagian dari entitas konsolidasian Grup. entity to the Group. As a result of these adjustments,
Dampak penyesuaian ini adalah penyesuaian atas funds received from the issuance of securities of
dana yang diterima dari penerbitan surat berharga KIK rights of KIK EBA Mandiri GIAA001 is recorded and
EBA Mandiri GIAA001 dicatat sebagai bagian dari presented as part of “Long-term loan”, interest paid to
“pinjaman jangka panjang”, bunga yang dibayarkan the holders of KIK EBA Mandiri GIAA001 is recorded
kepada pemegang sertifikat KIK EBA Mandiri GIAA01 and presented as part of “finance costs”, and the
dicatat dan disajikan sebagai bagian dari “beban Company’s portion for KIK EBA Mandiri GIAA001
keuangan” dan bagian Perusahaan atas KIK EBA which was presented as Investment held to maturity
Mandiri GIAA001 yang sebelumnya disajikan sebagai as part of “other non-current asets” is written off. The
investasi dimiliki hingga jatuh tempo sebagai bagian impact of this adjustment on the Group’s consolidated
dari “aset tidak lancar lainnya” dihapus. Dampak financial statements as at 31 December 2018 resulted
penyesuaian ini terhadap laporan keuangan in a decrease of assets, a decrease of liabilities and
konsolidasian Grup pada tanggal 31 Desember 2018 an increase of loss for the year amounted to USD
adalah penurunan aset, penurunan kewajiban dan 11,496,795, USD 9,620,748 and USD 1,876,047,
kenaikan rugi tahun berjalan masing-masing sebesar respectively.
USD 11.496.795, USD 9.620.748 dan USD 1.876.047.
b) Penyesuaian koreksi atas kesalahan dalam b) Adjustments to correct errors in recognition and
pengakuan dan penyajian pendapatan operasional presentation of operating revenue which occurred
yang muncul dari selisih rekonsiliasi saldo uang muka from un-reconciled balances of advance received
diterima dan saldo pendapatan diterima di muka, from customers and unearned revenue, over-record
kelebihan pencatatan pendapatan dan penyajian gross revenue, and gross presentation of revenue as an
atas pendapatan sebagai agen. Dampak dari agent. The impact of this adjustments on the Group’s
penyesuaian ini terhadap laporan keuangan consolidated financial statements as at 31 December
konsolidasian Grup pada tanggal 31 Desember 2018 2018 resulted in a decrease of revenue amounted to
adalah penurunan pendapatan sebesar USD USD 46,320,299 and increase of loss for the year
46.320.299 dan kenaikan rugi tahun berjalan sebesar amounted to USD 15,206,593.
USD 15.206.593.


54. PENYAJIAN DAN REKLASIFIKASI KEMBALI LAPORAN 54. RESTATEMENT AND RECLASSIFICATION OF THE
KEUANGAN KONSOLIDASIAN (lanjutan) CONSOLIDATED FINANCIAL STATEMENTS
(continued)
c) Penyesuaian koreksi atas kesalahan dalam c) Correction adjustments for errors in recognition and
pengakuan dan pengukuran aset non-keuangan pada measurement of certain non-financial assets as at 31
tanggal 31 Desember 2018 dikarenakan kesalahan December 2018 due to error in assets capitalisation
kapitalisasi dan kekurangan pencatatan penyisihan and under record of allowance for impairment of non-
penurunan nilai aset non-keuangan. Dampak dari financial assets. The impact of these de-recognition
penyesuaian ini terhadap laporan keuangan and remeasurement on the Group’s consolidated
konsolidasian Grup pada tanggal 31 Desember 2018 financial statements as at 31 December 2018 resulted
adalah penurunan aset, kenaikan kewajiban, dan in a decrease of assets, an increase of liabilities and
kenaikan rugi tahun berjalan masing-masing sebesar an increase of loss for the year amounted to
USD 35.533.481, USD 679.252 dan USD 13.608.063. USD 35,533,481, USD 679,252 and USD
Penyesuaian koreksi ini juga berdampak pada saldo 13,608,063, respectively. This correction also
awal periode penyajian, 1 Januari 2018 dengan affected the beginning balance of the earliest period
dampak terhadap laporan keuangan konsolidasian presented, 1 January 2018 with the impact on the
Grup adalah penurunan persediaan dan penurunan consolidated financial statements of the Group are a
laba ditahan masing-masing sebesar USD 22.604.670. decrease of inventories and a decrease of retained
earning amounted to USD 22,604,670, each.
d) Penyesuaian koreksi terkait dengan kekurangan d) Correction adjustments related to unrecorded

pencatatan liabilitas pada tanggal 31 Desember 2018. liabilities as at 31 December 2018. The impact of this
Dampak dari penyesuaian ini terhadap laporan adjustments on the consolidated financial statements
keuangan konsolidasian Grup pada tanggal 31 of the Group as at 31 December 2018 are an increase
Desember 2018 adalah kenaikan liabilitas dan of liabilities and an increase of loss for the year
kenaikan rugi tahun berjalan masing-masing sebesar amounted to USD 24,928,635 and USD 9,221,485,
USD 24.928.635 dan USD 9.221.485. Penyesuaian respectively. This correction also affected the
koreksi ini juga berdampak pada saldo awal periode beginning balance of the earliest period presented, 1
penyajian, 1 Januari 2018 dengan dampak terhadap January 2018 with the impact on the consolidated
laporan keuangan konsolidasian Grup adalah financial statements of the Group are an increase of
penurunan persediaan dan penurunan laba ditahan liabilities and a decrease of retained earning
masing-masing sebesar USD 14.105.673. amounted to USD 14,105,673, each.
e) Penyesuaian koreksi terkait dengan pengakuan awal e) Correction adjustments for error in initial recognition
dan pengukuran aset keuangan. Dampak dari and measurement of financial assets. The impact of
penyesuaian ini terhadap laporan keuangan these adjustments on the consolidated financial
konsolidasian Grup pada tanggal 31 Desember 2018 statements of the Group as at 31 December 2018 are
adalah penurunan aset dan kenaikan rugi tahun a decrease of assets and an increase of loss for the
berjalan masing-masing sebesar USD 13.949.075. year amounted to USD 13,949,075, each.
f) Penyesuaian koreksi terkait dengan kesalahan f) Correction adjustments for errors in presentation of
penyajian beberapa komponen dalam laporan several items in consolidated financial statements of
keuangan konsolidasian Grup pada tanggal 31 the Group as at 31 December 2018. The impact of
Desember 2018. Dampak dari penyesuaian ini these reclassification correction are an increase of
terhadap laporan keuangan konsolidasian Grup assets and an increase of liabilities amounted to
adalah kenaikan aset dan kenaikan liabilitas masing- USD 47,436,132, each.
masing sebesar USD 47.436.132.

54. PENYAJIAN DAN REKLASIFIKASI KEMBALI LAPORAN KEUANGAN KONSOLIDASIAN 54. RESTATEMENT AND RECLASSIFICATION OF THE CONSOLIDATED FINANCIAL
(lanjutan) STATEMENTS (continued)
Dampak dari penyesuaian terhadap laporan keuangan konsolidasian pada tanggal The impact of such adjustment to the consolidated financial statements as at 31 December
31 Desember 2018 dijelaskan lebih detail di tabel di bawah: 2018 is described in more detail by following table:
Laporan posisi keuangan konsolidasian per tanggal 31 Desember 2018 Consolidated statement of financial position as at 31 December 2018
Sebelum Penyesuaian Penyesuaian Penyesuaian Penyesuaian Setelah
disajikan dan pendapatan aset kurang catat aset disajikan dan
direklasifikasi Penyesuaian operasional/ non-keuangan/ liabilitas/ keuangan/ Penyesuaian direklasifikasi
kembali/ KIK EBA Adjustments Adjustments Adjustments Adjustments reklasifikasi/ kembali
Before Adjustments on operating on non-financial on unrecorded on financial Reclassification After
restatement and on KIK EBA revenue assets liabilities asset adjustments restatement and
reclassification (a) (b) (c) (d) (e) (f) reclassification
Kas dan setara kas 251,188,737 1,886,262 - - - - - 253,074,999 Cash and cash equivalents
Kas yang dibatasi penggunaannya 569,923 - - - - - - 569,923 Restricted cash
Piutang usaha 414,100,677 - (3,826,827) - - (656,527) (123,119,089) 286,498,234 Trade receivables
Tagihan bruto kepada pelanggan - - - - - - 123,119,089 123,119,089 Gross receivable from customers
Piutang lain-lain 16,749,939 150,869 - - - (205,993) - 16,694,815 Other receivables
Persediaan 176,457,029 - - (27,568,008) - - - 148,889,021 Inventories
Uang muka dan biaya dibayar dimuka 209,635,668 286,074 - - - 282,246 16,681,199 226,885,187 Advances and prepaid expenses
Total aset lancar 1,092,915,831 2,323,205 (3,826,827) (27,568,008) - (580,274) 16,681,199 1,079,945,126 Total current assets
Dana cadangan pemeliharaan Maintenance reserve fund and
dan uang jaminan 1,683,138,397 - - - - (16,999,651) - 1,666,138,746 security deposits
Aset pajak tangguhan 114,193,884 - 3,627,072 2,631,900 1,601,477 3,630,850 - 125,685,183 Deferred tax assets
Aset tetap 944,002,399 - - (7,137,899) - - - 936,864,500 Fixed assets

Aset tidak lancar lain-lain 76,922,475 (13,820,000) - (3,459,474) - - 30,754,933 90,397,934 Other non-current assets
Total aset tidak lancar 3,074,700,469 (13,820,000) 3,627,072 (7,965,473) 1,601,477 (13,368,801) 30,754,933 3,075,529,677 Total non-current assets
Total aset 4,167,616,300 (11,496,795) (199,755) (35,533,481) 1,601,477 (13,949,075) 47,436,132 4,155,474,803 Total assets
704
Financial Report
Laporan Keuangan
705
54. PENYAJIAN DAN REKLASIFIKASI KEMBALI LAPORAN KEUANGAN KONSOLIDASIAN 54. RESTATEMENT AND RECLASSIFICATION OF THE CONSOLIDATED FINANCIAL
(lanjutan) STATEMENTS (continued)
Laporan posisi keuangan konsolidasian per tanggal 31 Desember 2018 (lanjutan) Consolidated statement of financial position as at 31 December 2018 (continued)
Sebelum Penyesuaian Penyesuaian Penyesuaian Penyesuaian Setelah
disajikan dan pendapatan aset kurang catat aset disajikan dan
direklasifikasi Penyesuaian operasional/ non-keuangan/ liabilitas/ keuangan/ Penyesuaian direklasifikasi
kembali/ KIK EBA Adjustments Adjustments Adjustments Adjustments reklasifikasi/ kembali
Before Adjustments on operating on non-financial on unrecorded on financial Reclassification After
restatement and on KIK EBA revenue assets liabilities asset adjustments restatement and
reclassification (a) (b) (c) (d) (e) (f) reclassification
Utang usaha 402,327,397 - 2,102,768 - 23,006,608 - 47,436,132 4

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Standing Strong

into the Future

One Family, One Nation, One Garuda Indonesia

Pencapaian Garuda Indonesia ini tidak hanya merepresentasikan pencapaian Garuda

Melanjutkan kesuksesan sebelumnya, di tahun 2018 Garuda Indonesia berhasil pula

Di tengah tantangan kinerja operasional yang terus dimaksimalkan perusahaan, capaian

One Family, One Nation, One Garuda Indonesia

Garuda Indonesia’s achievements do not only represent the achievement of Garuda

In the midst of the Company’s ongoing operational challenges, Garuda Indonesia’s

4 Standing Strong into the Future Laporan Tahunan 2019

Bringing Indonesian Hospitality to the World

Bringing Indonesian Hospitality to the World

Thousand Hands Beyond Excellence

Thousand Hands Beyond Excellence

Caring with Passion to Serve

Caring with Passion to Serve

Annual Report 2019 PT Garuda Indonesia (Persero) Tbk 5

6 Standing Strong into the Future Laporan Tahunan 2019

PROFIL DEWAN KOMISARIS PENDIDIKAN DAN/ATAU PELATIHAN DEWAN KOMISARIS,

Annual Report 2019 PT Garuda Indonesia (Persero) Tbk 7

Tinjauan Penunjang Bisnis Tata Kelola Perusahaan

8 Standing Strong into the Future Laporan Tahunan 2019

Tanggung Jawab Sosial Perusahaan LAPORAN KEUANGAN

Annual Report 2019 PT Garuda Indonesia (Persero) Tbk 9

10 Standing Strong into the Future Laporan Tahunan 2019

*) Tidak dikonsolidasi sejak 1 Desember 2019

Annual Report 2019 PT Garuda Indonesia (Persero) Tbk 11

12 Standing Strong into the Future Laporan Tahunan 2019

FEBRUARI Program penyegaran merek identitas

Garuda Indonesia mulai mengoperasikan

Annual Report 2019 PT Garuda Indonesia (Persero) Tbk 13

ARMADA YANG DIMILIKI GARUDA GARUDA INDONESIA FLEETS

DUKUNGAN STRATEGIC BUSINESS UNIT SUPPORT FROM STRATEGIC BUSINESS

BRAND IMAGE GARUDA INDONESIA DI DOMESTIC BRAND IMAGE OF GARUDA

14 Standing Strong into the Future Laporan Tahunan 2019

KUALITAS LAYANAN CABIN CREW SERVICES QUALITY OF GARUDA

Perbandingan Layanan Garuda Indonesia dengan Kompetitor Internasional

Value for Money

Check-in and Boarding

Food and Beverage

Annual Report 2019 PT Garuda Indonesia (Persero) Tbk 15

Pendapatan Usaha meningkat sebesar

16 Standing Strong into the Future Laporan Tahunan 2019

Annual Report 2019 PT Garuda Indonesia (Persero) Tbk 17

Important Financial Data Highlights

IKHTISAR KEUANGAN DAN RASIO FINANCIAL HIGHLIGHTS AND

20 Standing Strong into the Future Laporan Tahunan 2019

LAPORAN POSISI KEUANGAN KONSOLIDASIAN

Annual Report 2019 PT Garuda Indonesia (Persero) Tbk 21

LAPORAN LABA RUGI DAN PENGHASILAN KOMPREHENSIF LAIN KONSOLIDASIAN

22 Standing Strong into the Future Laporan Tahunan 2019

LAPORAN ARUS KAS KONSOLIDASIAN

Annual Report 2019 PT Garuda Indonesia (Persero) Tbk 23

LAPORAN ARUS KAS KONSOLIDASIAN

24 Standing Strong into the Future Laporan Tahunan 2019

IKHTISAR OPERASIONAL OPERATIONAL HIGHLIGHTS

Tabel Ikhtisar Operasional

Annual Report 2019 PT Garuda Indonesia (Persero) Tbk 25

Tabel Ikhtisar Operasional

26 Standing Strong into the Future Laporan Tahunan 2019