Governance

Good Corporate Governance

Good Corporate Governance (GCG) is one of the keys to company success in order to grow and be profitable in the long term, while winning global business competition.

The implementation of CGC is very beneficial in increasing the value of company, including the value of Shareholders while still paying attention to all Stakeholders, with reference to the provisions and values of business ethics.

GCG is defined as a pattern of relationships, systems and processes used by company organs (GMS, Directors and Board of Commissioners) in providing added value to shareholders on an ongoing basis in the long term and taking into account the interests of other stakeholders, based on laws and norms applied.

The important aspects of GCG that are understood and implemented by the company are:

  • There is a balanced relationship between the organs of company including the General Meeting of Shareholders (GMS), Commissioners and Directors which cover matters relating to the institutional structure and operational mechanisms of the three company organs.
  • There is fulfillment of the company’s responsibilities as a business entity in society to all stakeholders, including the responsibilities of company managers/administrators, management, supervision, and accountability to shareholders and stakeholders.
  • There is the right of shareholders to obtain correct and correct information about the company, the right to participate in decision making, strategic developments and fundamental changes to the company.
  • There is equal treatment of shareholders.

Code of Business Ethics and Conduct

The Code of Ethics of company is a set of commitments consisting of business ethics and employee work ethics that are structured to influence, shape, regulate and conform behavior to achieve consistent output and in accordance with the Culture of Company in achieving the stated Vision and Mission. The Code of Ethics of Company is part of the implementation of GCG which is used as a reference for business activities.

This Code of Business Ethics and Behavior is structured to be a reference for Commissioners, Directors, Management and Employees in order to achieve the Company’s vision, mission and objectives which contain guidelines for behavior (obligations and prohibitions) of all Company personnel.

The purpose of implementing the Company’s Code of Conduct:

  • Creating a healthy and comfortable work environment in the Company.
  • Identifying values and ethical standards that are aligned with the Vision and Mission.
  • Developing good behavior in accordance with ethical standards that applied to all stakeholders.
  • Minimizing opportunities for irregularities as part of risk management and building the reputation of company.
  • Developing good relations between the Company and employees and external parties related to the Company’s business (stakeholders) based on the principles of Good Corporate Governance.

Commitment to implement the Code of Business Ethics and Conduct consistently can provide long-term benefits to:

  • PT Aerofood Indonesia – Increasing the value of the Company by providing assurance and protection to stakeholders in dealings with the Company to achieve long-term business success.
  • Employees – Providing guidelines to employees regarding business and work conduct.
  • Shareholders – Increasing confidence that the Company is managed in a prudent, efficient, transparent, accountable & fair manner to achieve profitability.
  • Communities and Other Parties – Contributing to create social-economic welfare for the community.

Whistle Blowing System

The Whistle blowing System is a system designed to receive, review, and follow up on reports of suspected fraud, legal and ethical violations, as well as other misconduct by PT Aerofood Indonesia personnel. This reporting can be applied to everyone including the Company’s Directors, Employees, Stakeholders and other third parties while maintaining the confidentiality of the reporter and ensuring that each reporter can find out the progress status and follow-up on the report. Reports that have been supported by sufficient initial evidence will be followed up for a more in-depth investigation to determine whether a report is proven to be true or not. The results of the investigation become the basis for Management to impose sanctions on parties who commit violations.

This policy applied to all employees of PT Aerofood Indonesia with the aims:

  • As an implementation guideline in handling violation reports from Aerofood ACS personnel.
  • Ensuring the effective and efficient mechanism for resolving reports of violations within an adequate period of time.
  • Creating a conducive working climate and becoming a means for stakeholders as well as Aerofood ACS personnel to report matters that may cause company losses, both financial and non-financial, which can damage the image of the company’s business continuity.
  • Providing opportunities for stakeholders and Aerofood ACS personnel to submit reports of alleged violations based on reliable evidence.
  • Creating a clean, healthy and high-performing company in a sustainable manner.

Benefits that is obtained:

  • Availability of an early warning system for possible problems resulting from a violation.
  • Availability of ways of conveying important and critical information for the company to parties who must immediately handle it safely.
  • The emergence of reluctance to commit violations with the increasing willingness to report violations due to an effective reporting system.
  • There is an opportunity to deal with violations internally first before escalating into public violations.
  • Reducing the risks that is faced by the organization from financial, operational, legal, safety and reputation violations.
  • Improving the company’s reputation for stakeholders, regulators and the general public.

Reporting can be done by:

  • Sending an email to corpcomm@aerowisatafood.com
  • Sending an official letter to the Corporate Secretary of PT Aerofood Indonesia. ACS Aerofood Building Soekarno – Hatta International Airport, Tangerang, Banten.
  • Reporting should be accompanied by the identity of the complainant at least name, address, contact, email or photocopy of identity card.
  • Reporting can be done anonymously (without the identity of the reporter) but must still be accompanied by supporting data or documents.

VISION

The World Class Food Service Company

MISSION

– To provide food and service solutions to meet customers delight
– To enhance organization capability by accelerating human capital development and innovating process & technology
– To maximize company’s values for stakeholders by achieving global recognition.

VALUE

In running its business activities, Aerowisata applies standards of ethics complied with the corporate values Integrity, Professional, Synergy and Care for Environment.

INTEGRITY

Being consistent in thought, speech, and deed by upholding honesty, transparency, ethics, and resoluteness in any condition.

PROFESSIONAL

Working wholeheartedly in a smart and discipline manner, that is oriented to excellent service and customer satisfaction, in order to attain maximum result with optimum efforts in accordance with authority, responsibility, rules, exemplary actions, norms, and profession’s code of conduct.

SYNERGY

Being able to establish and build quality cooperation in order to generate added values, with mutual respect, mutual trust, mutual openness, and mutual benefit.

CARE FOR ENVIRONMENT

Building and improving positive awareness on the significance of moral and social responsibilities, as well as creating healthy, safe, and comfortable environment for the sustainability of the company and quality community life.

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Commisioner

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Message from Director

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Board of Directors

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Board of Managements

The Directors are responsible in leading the management of the Company in order to achieve goals, objectives and target performances in preserving and managing Company assets.

Ade Ruchyat Susardi
President Commisioner

Aryaperwira Adileksana
Commisioner

Bambang Sujatmiko
Commisioner

Sis Handaya Azis
President & CEO

Happy 44th Anniversary Aerofood ACS, Happy Anniversary to all of us.

On December 23, 2018 Aerofood ACS is turning 44 years old, a very mature age for a company. I am sure that we have done so much to keep the company growing and developing. At the age of 44 this year, our production level has reached 120,000 meals per day, a remarkable achievement and pride of the creation of all Aerofood ACS employees.

On this occasion I would like to express my gratitude and appreciation to all stakeholders, especially Aerofood ACS employees for their dedication. With this mature age, now is the time for us to start looking at far more challenging future. A new era with massive economic and technological changes that cannot be detained. Proven that companies with high innovation and creativity dominate the business development, like Traveloka, Go-Jek, Tokopedia, and other start-up companies competing to create new things beyond the limits of consumer needs. Now it’s time to change!

Being a reflection question for us, what have we done in the spirit of change? Maybe some things are still the same and run as usual, having a Business as Usual (BAU) mindset, maybe even seen as a step back if we look at a further perspective. Daring to get out of your comfort zone is a necessity and necessity.

Have we ever thought, how many times have we felt behind ideas or creativity? Then our competitors suddenly launch new innovations that we never thought about them before and in the end we become upset. If all this time we are satisfied when we able to solve a problem or meet customer demands, then be assured that this is actually not enough.  It is far more challenging to create something new beyond what is needed by the customer. Creating value, beyond customer expectation!

I am very proud to be in the midst of a team that has a high spirit. During these 80 days, collaborating with employees, many ideas have been conveyed. And not a few have been carried out. All employees from various layers were very enthusiastic when talking about how to make this company better in the future. All of this happens because of mindset changing and human capital are the main source of strength.

We need to leave the old mindset to make a better product or service to satisfy customers. It’s time to build a new mindset to find hidden need from customers.

Let’s unite our ranks, believe that we will be able to go through all of this if we work with a sincere heart, continue to build enthusiasm, don’t complain and don’t make excuse, it’s better to fail than not try at all, because failure is the best teacher to make changes.

Don’t be afraid to change and don’t hesitate to create something new for our services and for customers, just do it!

Done is better than perfect (Sheryl Sandberg), but it still doesn’t mean that “done” is just enough, we have to pursue perfection.
If we chase perfection, we can catch excellence (Vince Lombardi).

Finally, once again, happy anniversary Aerofood ACS and congratulations to all of us. Don’t forget to always thank God, the power that has given you the power to make changes. One more, no less important is staying close to the family, because the family is one source of inspiration and strength in work.

At this moment, please allow me to deliver a Happy Christmas for those who celebrate, and Happy New Year 2019!

Always stay young, revive and change our spirit to be better throughout the new year.

Flash back 2018 dan sambut New Normal 2019

Tahun 2018 sudah berlalu dan mari kita sambut tahun 2019 dengan suka cita. Banyak hal sudah kita lalui, membuat suatu yang baru, mendapati surprise, kegembiraan dan juga kesedihan. Pentingnya kita untuk mempelajari masa lalu (flash back), dan mengambil hikmah untuk masa depan yang lebih baik.

Secara umum, kinerja Aerofood tahun 2018 membaik dibanding tahun sebelumnya dengan pertumbuhan 6% (Revenue per November 2018), namun yang perlu dicatat bahwa dalam rentang 3 tahun terakhir banyak tantangan bisnis yang kita hadapi. Hal ini akan semakin meneguhkan tekad kita untuk semakin solid menghadapi perubahan dinamika bisnis, pantang menyerah dan selalu bersemangat untuk menciptakan yang baru.

Meminjam istilah yang sering dilontarkan oleh DZ, bahwa saat ini kita harus siap menghadapi Kenormalan Baru (New Normal), dimana bisnis harus mampu menciptakan more for less economy, menyatukan yang sama dan mengurangi duplikasi. Perubahan perilaku ekonomi ini didukung dengan perkembangan teknologi yang menciptakan keefisienan nyaris tanpa batas, dengan teknologi digital kita dipaksa untuk menggunakan asset sesedikit mungkin agar mendapatkan manfaat sebesar besarnya.

Trend saat ini, pesaing tidak lagi datang dari perusahaan sejenis, tapi justru dari usaha rintisan yang tiba-tiba datang tanpa diduga dan bisa mangancam petahana. Tentunya kita ingat fenomena Go-jek, Tokopedia, Traveloka dan lainnya yang kemunculannya secara tiba tiba mampu merontokkan kejumawaan petahana. Ini adalah fenomena new normal yang saat ini kita hadapi tanpa bisa dihindari, terlepas kita suka atau tidak suka.

Sebagai flash back 2018, saya mengajak rekan rekan semua untuk menjadikan tahun ini sebagai penanda menguatnya peran Aerofood di industri catering. Banyak milestone atau masterpiece yang sudah kita capai, namun banyak pula yang harus kita perbaiki khususnya dalam hal mengatasi resiko bisnis. Hal ini penting untuk kita selalu mawas diri dan terus melakukan transformasi, hanya dengan sikap mau menerima perubahan dan belajar dari pengalaman, kita tidak ingin mengulang kesalahan yang sama. Jangan ragu untuk melangkah (berubah), mari rapatkan barisan, satukan langkah untuk menghadapi hari esok yang lebih baik.

Selamat Tahun Baru 2019, Selamat menikmati New Normal.

CEO : Boedi Soeharto

I Wayan Susena
President & Director

Born in Surabaya, February 7, 1968, I Wayan Susena was appointed as President Director of PT Aerofood Indonesia based on the General Meeting of Shareholders of PT Aerofood Indonesia on February 25, Agustus 2021.

Prior to his current position in PT Aerofood Indonesia, he had held several Director Positions at PT GMF Aero Asia and PT Garuda Indonesia, which were: President Director, Director of Business & Base Operations, Director of Base Operations at PT GMF Aero Asia, and Technical Director at Garuda Indonesia. He also received several awards including: The Best Aircraft Engineer (1997), The Best Employee (2003), and The Most Popular Subsidiaries Company Leader in Digital Media (2020).

I Wayan Susena was graduated from Sepuluh November Institute of Technology (ITS), Surabaya, on 1991 majoring Mechanical Engineering and continued his Masters in Management at STIM Jakarta, graduated in 2004.

Born in Malang, February 20, 1967, Mohammad Arief Wicaksono is appointed as Director of Finance & Human Capital PT Aerofood Indonesia based on the results of outside the General Meeting of Shareholders of PT Aerofood Indonesia on February 10, 2022.

Before his current position in PT Aerofood Indonesia, he had held several position as a Vice President of PT Bank CIMB Niaga Tbk, Commissioner and Director of BUMD in Malang Regency Government, Director of PT Peruri Wira Timur.

Mohammad Arief Wicaksono was graduated from Bogor Agricultural Institute majoring in Agricultural Socio-Economic Sciences, graduated in 1989 and continued his Masters in Management at Gadjah Mada University, Yogyakarta, graduated in 2004.

Mohammad Arief Wicaksono
Director of Finance & Human Capital

Emil Fadilah
Director of Operation

Born in Brebes, August 7, 1977 Emil Fadilah is appointed as Director of Operation PT Aerofood Indonesia based on the results of outside the General Meeting of Shareholders of PT Aerofood Indonesia on February 10, 2022.

Prior to his current position in PT Aerofood Indonesia, he started his career as Production & Operation Manager at PT Panamas Mitra Inti Lestari, Professional Trainer & Consultant at PPM Management as well as Division Head of PPM Public Training PPM Management, General Manager Industrial Catering, Vice President Industrial Catering, and Vice President Marketing & Business Development of PT Aerofood Indonesia.

Emil Fadilah was graduated from Diponegoro University, majoring in Civil Engineering, graduated in 1999 and continued his Masters in Management at PPM School of Management, Jakarta, graduated in 2001.

Eniaswuri Andayani
Vice President Corporate Affair

Eko Riyanto Putra Daya
Vice President Corporate Finance

M. Ghazali Malik

Vice President Business Support

I Made Hendra Sastrawan
Vice President Operation & Services

Nuryulianti
Vice President Human Capital

GOVERNANCE

Company Policy Manual was developed with the intention to become a reference for the implementation of actions and decisions in PT Aero Wisata (hereinafter referred to as Aerofood) in the operations. The preparation was done by continuing and refining the policies that have been there, and equip it so that more relevant again with the current situation and plans for activities in the future.

Company Policy Manual Aerofood is the highest ranking in the hierarchy of two levels of Goods Policy. At the second stage there is a set of Functional Policy, among others: HR, Operations, Information, Finance & Accounting, Risk Management and other Functional Policy are described in the Standard Operating Procedure.

Company Policy Manual includes the core rules are used, and is a reference to all policies, systems, standard operating procedures and guidelines. Policy is a set of functional descriptions of the policies that apply at the Company, which jointly serve as the reference in the management and implementation of all systems and procedures.

In addition to being a reference in execution of its activities, the Company Policy Manual also serves as a guide in conducting surveillance, and simultaneously became the criteria that examiners in assessing the validity (validity) of all decisions and regulations issued by the Company. Regulations, decisions or statements of any kind is also contrary to the contents of this Corporate Policy Manual thus declared invalid. Accordingly, the Company Policy Manual Aero Tours intact function in the regulation of the Company.

Company Policy Manual is prohibited reprinted, copied or reproduced in any way without the written consent of the Director. Any additions or repairs Company Policy Manual must obtain written approval from the Board of Directors and acknowledged by the Board of Commissioners.

COC

Aerofood committed to implementing practices of Good Corporate Governance (GCG) in achieving its vision and mission Aerofood. Business Ethics and Conduct Guidelines This is one form of commitment. This guide sets out the values (values) into the interpretation of eminent

Aerofood behavior related to Business Ethics and Conduct.

Aerowisata applicable ethical standards based on the values Aerowisata believed to be of superior value, namely FLY-HI, which include: efficient & effective, Loyalty, customer centricitY, openness and Honesty & Integrity in business and behave in relation with the motto “One Team One Spirit One Goal. The man of Aerowisata encourage all to always uphold and implement value-FLY-HI values.

Business Ethics and Conduct Guidelines are structured to be a reference to the Commissioners, Directors, Leaders, and Staff, as Insan Aerofood manage to achieve the vision, mission and objectives Aerowisata.

COG

Good Corporate Governance is a process and structure used by the organs of the company to increase the success of efforts to create shareholder value over the long term with due regard to the interests of other stakeholders, based on legislation and ethical values.

The process of preparation of the Code of Good Corporate Governance (COGCG) begins with the Aero Tour Kick-Off held at Hotel Borobudur, Jakarta, which followed the Board of Directors, Commissioners Aero Tours and its subsidiaries. Furthermore Aero Tours conduct an assessment process conducted by the BPKP. BPKP assessment results produced seventy-seven recommendations are used as the basis for improving the implementation of GCG in the Aero Tour. One of the recommendations BPKP is preparing the Code of Good Corporate Governance (COGCG) Aero Tour.

GCG team drafting manuals such as the Code of Conduct, Coporate Policy Manual, and several Charter. The draft was discussed with Tim GCG Aero Tours, further discussed in the Joint Meeting of Directors and Commissioners. Finally, the approved draft is determined by the Directors Letters.

AWARDS

Our commitment to delivering innovative and creative catering service is realized through our innovative customer-oriented approach, in which our expertise and experience are recognized in various awards and certifications.

CERTIFICATES

BUSINESS PARTNER

Our highly dedicated management and staff work hand-in-hand to serve our business partners from various industrie with premium products and services that are excelled at market demand and customer satisfaction.

AIRLINES

HOSPITALS

OIL MINING & GAS

TOWN SITE

FACILITY MANAGEMENT SERVICE