sustainable infrastruktur growth jasa... · company year-to-date comprehensive profit reached...
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2016SuStainability RepoRt
innoVation FoRSuStainable
GRoWtH
akSeleRaSi pembanGunan inFRaStRuktuR
Draft 2
PT Jasa Marga (Persero) Tbk is always committed to consistently seek improvement in every process and improve the service quality to the customers. In order to achieve that, PT Jasa Marga (Persero) Tbk through qualified human being always active and support the innovation of new ideas in completing issue and in anticipating challenges in the future. The ideas then written and studied with comprehensive, tested, and measured analytic methodology formula through the cluster of Management Innovation Group (KIM), Quality Improvement Group (KPM) and Practical Improvement (PP) that can be applied and beneficial.
At the beginning, quality activities are often only trend and mode flow as many companies have conducted quality activities, that in flocks has been followed without analyzing deeper on the matching with issues, condition, and human resources at work place.
2 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
PT Jasa Marga (Persero) Tbk.
innoVation
Draft 2
Therefore, in order to avoid any mismatch between expectation and result obtained in conducting quality activity, since the beginning the target to be achieved of the set theme must be well understood, the use of method that is in accordance to the existing situation, condition, and ability as well as raising the right member to implement.
The support of various parties is also conducted in terms of maintaining the corporate innovation result.Thus, the more ideas and initiatives created which product result can be implemented and standardized to support sustainable improvement for business development and success of the Company.
Sustainable innovation provides positive impact on Company operational both on cost efficiency and time efficiency.
In 2016 Jasa Marga has conducted Cost Efficiency of Rp 34,232,250,220 and Time Efficiency of 451.5 days.
Solar Cell Implementation at PT Jasa Marga (Persero) Tbk Office
1PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
1PT Jasa Marga (Persero) Tbk.
FoR SuStainable
GRoWtH
Innovation in Managing
Innovation in Economic Growth
48 70
1 thEME anD MEanInG
2 taBLE Of COntEnt
4 GrI G4 COrE InDEX
8 SUSTAINABLE PERFORMANCE HIGHLIGHT
10 Economic Performance
12 Environmental Performance
14 Social Performance
17 2015 OVErVIEW On SUStaInaBILItY PErfOrManCE
18 IMPOrtant EVEntS, rEWarD, anD CErtIfICatIOn
23 PrESIDEnt COMMISSIOnEr rEPOrt
25 PrESIDEnt DIrECtOr rEPOrt
36 COMPanY PrOfILE
36 Jasa Marga Brief Profile
39 Jasa Marga Operation area
40 Concessions Owned by Jasa Marga
42 Organization Scale
43 Significant Change
44 Share Ownership Composition
44 Structure of Organization
46 Company Vision, Mission, and Value
48 InnnOVatIOn In ManaGInG
51 Policy and Structure of Governance
52 the position of GMS, Board of Commissioners, and Board of Directors
60 Policy on anti Corruption and Gratification Control
62 risk Management Implementation
Innovation on SmaRT Application
Innovation on Risk Management Activity
63 Code of Conduct and Company Culture
66 Stakeholder Management
69 Supply Chain
70 InnOVatIOn In ECOnOMIC GrOWth
72 achieved Economic Performance
72 Innovation on toll road development acceleration to obtain economic score
• Construction Aspect : approach to community
• Financial Aspect : right issue /bond
73 Economic Value Distribution
Integrated transaction for distribution acceleration (related with Government’s intention to lower logistic/distribution cost)
73 Contribution to the State
Tax Payment, and socialization ontax amnesty(fiscal)
74 InnOVatIOn fOr CUStOMEr SatISfaCtIOn
76 Management Policy on road Users Safety Guarantee
Innovation in the service refinement to road users
Innovation in rest area management
Innovation on traffic management during homecoming season
77 Zero Pothole (Smooth Road Without Holes)
Innovation on Tim Sapu Lubang(Hole Patch Team)
78 Information access and toll road Services
Innovation on JM Care
80 Customer Satisfaction Survey
ContentS
Draft 22 PT Jasa Marga (Persero) Tbk. Laporan Keberlanjutan 2016
Innovation for Customer Satisfaction
Innovation for Social Welfare
74 108
82 InnOVatIOn On ManaGInG EnVIrOnMEnt
84 Committment in Maintaining the Environment
86 Energy Consumption
Innovation on PJU with LED light
86 Energy Saving
Innovation onnew Head Office green building
87 air Emission Pollution Control
88 Water Usage
89 Climate Change Impact and Opportunity
91 toll road reforestation and Environmental Conservation
Innovation on tree planting process (beautification)
92 InnOVatIOn tO BUILD QUaLItY hUMan rESOUrCES
96 hr Development Committment
Innovation on Enterprise Knowledge Management
97 Employee Profile
98 Internal Welfare Guarantee
100 hr Competence Development Program
101 association freedom Protection
101 Employee Turnover
102 InnOVatIOn In GUarantEEInG thE OCCUPatIOnaL hEaLth anD SafEtY
104 Committment on Occupational Security, Safety, and health
Innovation on cleaning team uniform in Jagorawi
105 Occupational accident rate
Innovation to winZero
106 Employee SatisfactionSurvey(Survey Enggagement)
107 human right Pretection
107 OhS achievement
Internal audit for OHS
OHS Application Innovation
107 Occupational health and Safety Certification
108 InnOVatIOn fOr thE SOCIaL WELfarE (COMDEV)
110 Community Social responsibility Committment
111 Community Economic Empowerment
113 Community Life Quality Improvement
116 fEEDBaCK ShEEt
3PT Jasa Marga (Persero) Tbk. Laporan Keberlanjutan 2016
inDekS GRi G4 CoRe
Index Indicator remarks
GEnEraL StanDarD DISCLOSUrE
Strategy and analysis
G4-1 Board of Commissioners and Board of Directors Report 23, 25
Organization Profile
G4-3 Organization Name 36
G4-4 Product and Service 36, 40
G4-5 Organization Head Office Location 36
G4-6 Operation Area 39
G4-7 Legal Ownership and Form 44
G4-8 Market Share 72
G4-9 Organization Scale 42
G4-10 Employee Distribution 97
G4-11 Percentage of Total Employees covered in Contractual Bargaining Agreement (PKB)
101
G4-12 Supply chain 69
G4-13 Significant change in reporting period 43
G4-14 Approach in the application of Prudent Avoidance Principle 69
G4-15 International initiative in the supported or adopted environment and social 69
G4-16 Industrial association membership 69
Important and Boundary aspect
G4-17 List of Subsidiaries 30
G4-18 Content and Boundary Stipulation Process 30
G4-19 List of Key Aspect Identification 31, 32
G4-20 List of Boundary 31, 32
G4-21 Boundaryoutside the Company 31, 32
G4-22 Effect on Last Year Information Representation 30
G4-23 Significant Change in scope and boundary 30
Stakeholder
G4-24 List of Stakeholders 67
G4-25 Stakeholder Identification Basic 67
G4-26 Approach on relationship with stakeholders 67
G4-27 Topics discussed with stakeholders 67
4 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
Index Indicator remarks
report Profile
G4-28 Reporting Period 29
G4-29 Last year reporting issuance 29
G4-30 Reporting Cycle 29
G4-31 Personal Contact 32
GrI G4 Content Index
G4-32 “According to”, List of Index, and Assurance option 29
assurance
G4-33 External Assurance 34
Governance
G4-34 Governance Structure 51
Ethics and Integrity
G4-56 Company Values and Ethics 47, 63
SPECIaL StanDarD DISCLOSUrE
CatEGOrY: ECOnOMY
aspect: Economic Performance
G4-DMa Management Approach Disclosure 72
G4-EC1 Received and Distributed Economic Value 73
aspect: Market Presence
G4-DMa Management Approach Disclosure 98
G4-EC5 New Employee Salary Ratio toward Regional Minimum Wage (UMR) 98
aspect: Indirect Economic Impact
G4-DMa Management Approach Disclosure 113
G4-EC7 Public facilities development impact and other assistance 113
G4-EC8 Indirect Economic Impact 113
CatEGOrY: EnVIrOnMEnt
5PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Index Indicator remarks
aspect: Energy
G4-DMa Management Approach Disclosure 86
G4-En3 Energy Consumption in organization 86
G4-En6 Energy consumption Reduction 86
aspect: Emission
G4-DMa Management Approach Disclosure 86
G4-En15 Greenhouse Gas Emission (GRK) direct (Coverage 1) 86
G4-En19 Greenhouse Gas Emission Reduction (GRK) 87
SUB-CatEGOrY: LaBOr PraCtICE anD WOrK COMfOrt
aspect: Work
G4-DMa Management Approach Disclosure 98
G4-La1 Employee Turnover 101
G4-La2 Permanent employee compensation that is not given to contract employee 98
aspect: Occupational health and Safety
G4-DMa Management Approach Disclosure 104
G4-La6 Accident rate, and absence rate due to illness, or skip work 105
G4-La8 Occupational Health and Safety clause in PKB (Contractual Bargaining Agreement)
104
aspect: training and Education
G4-DMa Management Approach Disclosure 100
G4-La9 Average training hours per year per employee 100
aspect: Opportunity Diversity and Equality
G4-DMa Management Approach Disclosure 95
G4-La12 Governance composition and employee distribution 97
aspect: requal remuneration between male and female
6 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
Index Indicator remarks
G4-La13 Ratio of Basic Salary and remuneration between female and male 98
aspect: assessment on Supplier Labor Practice
G4-DMa Management Approach Disclosure 69
G4-La14 Supplier selection based on labor practice 69
SUB-CatEGOrY: hUMan rIGhtS
aspect: freedom to associate andContractual Bargaining agreement (PKB)
G4-DMa Management Approach Disclosure 101
G4-hr4 Violation on freedom to associate right in organization or supplier 101
aspect: Supplier human rights assessment
G4-DMa Management Approach Disclosure 69
G4-hr10 Supplier selection based on human rights criteria 69
SUB-CatEGOrY: COMMUnItY
aspect: Local Community
G4-DMa Management Approach Disclosure 111
G4-SO1 Operation presentation with local community engagement, impact assessment, and applied development program
111
aspect: anti-corruption
G4-DMa Management Approach Disclosure 60
G4-SO4 Communication and training on anti corruption policy and procedure 61
SUB-CatEGOrY: PrODUCt rESPOnSIBILItY
aspect: Product and Service Labelling
G4-DMa Management Approach Disclosure 76
G4-Pr5 Customer Satisfaction measurement survey result 80
7PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
SuStainable peRFoRmanCe oVeRVieW
8 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
The Construction of Tuntang Bridge, Semarang-Solo Toll Road
9PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
ReCeiVeD eonomiC Value [G4-EC1]
eConomiC peRFoRmanCe
Throughout 2016, Company Operating Revenuw
reached upto Rp16.66 trillion from 2015 Operating
Revenue of Rp 9.85 trillion. Company Operating
Revenue, Construction Revenue, and Other Business
Revenue.
rp16.66 trillionOperating Revenue
opeRatinG ReVenue(in tRillion RupiaH)
2015
9.85
16.6
0
2016
Susukan Bridge, Semarang-Solo Toll Road
10 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
yeaR-to-Date CompReHenSiVe pRoFit laba kompReHenSiF
Company year-to-date
comprehensive profit reached
Rp1.68 trillion, when compared with
2015 achievement, the year-to-date
comprehensive profit increased
10.35%. Year-to-date comprehensive
profitis attributable to among others,
holding entity owner and non-
controller interest
Tax paid by the Company in 2016 reached Rp1.17 trillion,
increased compared to tax payment in 2015 amounted
Rp1.01 trillion.
rp1.68 trillionYear-to-date Comprehensive Profit
rp1.17 trillionContribution to the State
tax payment(in billion RupiaH)
Year-to-date comprehensive
profitthat is attributable to holding
entity reached Rp1.77 trillion
increased 22.18% compared to
the achievement in 2015. While
theyear-to-date comprehensive
profitattributable to non controller
interestin 2016 reached Rp86.50
billion.
2015
702,
10
1.01
5,08
2016
2015
1,30
1,68
2016
11PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
enViRonmental peRFoRmanCe oVeRVieW [G4-EN6][G4-EN19]
enViRonmental peRFoRmanCe
In order to optimize the implementation of
program and environmental management,
the Company has allocated the environment
management cost. In 2016, the Company
has issued the fund for environmental
management of Rp 32.21 billion.
The usage of PJU lamps using
LED, to save eletricity in 5.768
spots.
rp32.21 billionEnvironmental Management Fund
5.768 Location SpotsUsage of Led Light
Reforesting at Jakarta-Cikampek Toll Road
12 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
Main Program:
• Reforestation
In 2016, the total planted trees is 51.481 consists of
various types of tree,i.e. mahogany tree, rain tree, and
other types.
• EIAandRKL/RPLManagement
The Company’s concern towards environment
has started since the toll road development plan.
The Company already concern on environmental
management through EIA implementation towards new
toll road project. In regards to maintain and keep all
operating toll road environmental quality.The Company
through Branchand Subsidiaries have implemented
Environmental Monitoring Plan (RPL) and Environmental
Management Plan (RKL) on operating toll road.
• WasteManagement
Conducted by separating organic and anorganic waste
an well as toxic and hazardous waste at Work Unit. The
improvement of waste management at toll gate is also
conducted as evidence of Company’s concern as well as
meeting the Minimum Service Standard.
Toll road reforestation as one way of
mitigation on environmental impact change
by planting more than 51,481 trees that have
been distributed to be planted at the vicinity
of toll road in 2016, among others are
mahogany, rain tree, accaccia, and others.
51.481 TreesToll Road ReforestationCO2 emission
reduction
At minimum equal to1313.58 tons of carbon
• WaterEfficiencyandConservation
Conduted by supervising and monitoring to ensure water
usage according to needs. Waste saving socialization
by putting up water saving sticker on every water usage
facilities.
Ablutions water storage from mosque area and re-use
it to water plants in office area.Biopore hole creation in
several Company areas.
• CarbonEmissionMitigationEffort
Conducted by electricity saving. The Company tries to
apply the energy saving culture by putting on electricity
saving advices and the use of energy saving lamp.
13PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
SoCial peRFoRmanCe oVeRVieW
SoCial peRFoRmanCe
For Environment Development Program
rp17.2 billion rp17,427 billion
For Partnership Program Fund for 672Development Partners distributed in all over Indonesia
Rp
Student Development Program at West Java
14 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
• Morethan180%LowestServiceCompensation
Compared to UMr
Lowest service compensation percentage value issued
by the Company is Rp 3,608,000. This value is 180%
higher compared to UMR at the concerned area. The
payment of competent employee service compensation
and promotion is without differentiating gender and
SARA (Tribes, Groups, Race, Religion).
• ZERO(0)JasaMargaOccupationalAccident
In 2016, occupational accident statistic number in
Jasa Marga remains the same as previous year, no
occupational accident that caused, minor injury, major
injury, or fatality.
rp292,75 billionToll roadScrapping Filling Overlay (SFO) fund
>180%Lowest Service Compensation Compared to UMR
ZERO (0) Jasa Marga employee occupational accident
• TollRoadScrappingFillingOverlay(SFO)withtotal
fund of rp292.75 billion
In 2016, the Company has conducted SFO activity to
maintain the toll road quality distributed at all sections
managed by the Company. The Company issued fund of
Rp292.75 billion for the activity.
15PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
SuStainable innoVaSion
The installment of Solar Power Generator
is conducted at the surrounding of Head
Office, includind existing Head Office, New
Head Office Building, and Jagorawi Branch
Office Building with total solar panel of
1,435 items with total power volume of
solar power generator of 47,340 kWp.
The use of alternative energy with solar
power at Head Office and Jagorawi area
has been applied since 19th November
2016 with total power generated of 33,160
kWh.
SOLar POWEr GEnEratOrInnOVatIOn [G4-EN3][G4-EN6]
16 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
SuStainability peRFoRmanCe oVeRVieW
DESCrIPtIOn 2015 2016
ECOnOMIC PErfOrManCE
financial Performance(rp billion)
Operating Revenue 9,848 16,661.40
Operating Profit 3,477.67 4,165.51
Year-to-date profit 1,466.38 1,889.31
Year-to-date comprehensive profit 1,302.38 1,684.23
Profit per Basic Shares (full Rupiah) 215.64 276.97
Benefit Distribution to Economy(Rp billion)
Paymentto Supplier 1,649.71 1,926.85
Paymentto Employee 1,585.76 1,928.88
Operating Cooperation Expense Payment 294.22 170.93
Relining Cost Payment (Operation) 289.33 249.75
Tax Payment 1,015.08 1,168.70
Interest Payment 993.23 1,410.26
Dividend Payment 491.20 293.27
SOCIaL PErfOrManCE
Employee Diversity
Total Male Employee 3,515 3,420
Total Female Employee 1,046 1,027
Employee Turnover rate (%) 0.02 0.18
Community Investment (rp billion)
Partnership Program Loan Fund Distribution 15.04 17.427
Environmental Development Fund Distribution (social community) 8.91 3.43
Development Partner 451 672
Customer
Customer Satisfaction Rate Index (scale 1-6) 4.2 5.1
Scrapping Filling Overlay /SFO Fund (in Rp billion) 294 292.75
EnVIrOnMEntaL PErfOrManCE
Natural Conservation Fund Distribution (Rp million) 5,600 830.0
Energy Consumption
Total Electricity Comsumption (kWh) 47,988,662 52,140,121,475
Total Electricity Comsumption (Rp billion) 53.54 48.2
Primary Energy Source Consumption (liter) 2,522,247 4,035,531.04
Water Volume Consumption taken from PDAM (m3) 16,059,544.76 21,041,735.68
reforestation
planting 57,088 51,481
17PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
SiGniFiCant eVentS, appReCiationS,anD CeRtiFiCationS
SiGniFiCant eVentS
fEBrUarY 18th
‘On the toll road’ tourTelebrate the 38th anniversary of PT Jasa Marga (Persero) Tbk, Jasa Marga took
400 students on a ‘On the Toll Road’ tour, visiting 6 toll road sections in Indonesia
(Jabodetabek, Purbaleunyi, Palikanci, Semarang,Surabaya, and Belmera Branch).
MarCh 26th
Planting-10,000-trees MovementTo take role in preserving the nature, the Company held a planting-10,000-trees activity
at the Jakarta-Cikampek toll road’s right of way, which attended by the Minister of SOE
and Minister of Environment and Forestry.
JanUarY 20th
nature ConservationPT Jasa Marga (Persero) Tbk held tree planting events and cleaned 12 rivers around toll
roads in 9 Branches simultaneously on January 20th 2016.
aPrIL 20th-24th
Exhibition of trained PartnersThe trained partners of PT Jasa Marga (Persero) Tbk joined the Inacraft 2016
exhibition at Jakarta Convention Center on April 20th-24th 2016.
MarCh 3rD
free treatmentJasa Marga held free treatment events simultaneously in 9 Branches (14 toll road
operational area points in Indonesia) on March 3rd 2016.
18 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
OCtOBEr 12th
Signing of Partner Program LoanPT Jasa Marga (Persero) Tbk Branch of Jakarta-Cikampek signed the Partner
Program for 37 small businesses and cooperatives batch II 2016.
aUGUSt 1St
Veteran’s house renovationFor the SOE Present for Country activity, PT Jasa Marga (Persero) Tbk renovated 26
veteran’s houses at the South Sulawesi Province on August-November 2016.
JULY 25th
SOE teachingThe Company participated in SOE Teaching activity on July 25th 2016 which was
held at 9 High Schools around 9 Branches of the Company.
DECEMBEr 13th
aceh natural Disaster reliefOn December 13th 2016, the Company provided disaster relief at the District of Pidie,
Aceh, such as medicines, folding matresses, towels, and clothes.
aUGUSt 1St
Siswa Mengenal nusantaraPT Jasa Marga (Persero) Tbk. sent 20 students and 3 assisting teachers from West Java to
North Sulawesi for one week to get to know the local culture in the Siswa Mengenal Nusantara
2016 program.
19PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
JaKarta, 18 MarEt 2016
Green Company & Sri Kehati Appreciation 2015 The Best Companies 2015 Sri-Kehati Index.
SWANETWORK & Yayasan KEHATI
JaKarta, 25 aGUStUS 2016
Social Business Innovation Award 2016 Category : Toll Road Infrastucture “Program Pemberdayaan Lingkungan Bersih”
Warta Ekonomi
JaKarta, 18 OKtOBEr 2016
Nusantara CSR Awards 2016 kategori: Perlindungan dan Perbaikan Lingkungan
La Tofi School of CSR
appReCiationS
JaKarta, 6 aPrIL 2016
Indonesia Green Awards 2016 Kategori: Mempelopori Pencegahan Polusi
Indonesia Green Awards 2016 Kategori: Mengembangkan Pengolahan Sampah Terpadu
La Tofi School of CSR
20 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
no Branch
OhSaS 18001:2007 ISO 9001:2008
audit
Institution
Date of
Issue
Validity
Period
audit
Institution
Date of
issue
Validity
Period
1 Jagorawi SGS 23-Mar-14 23-Mar-17 SGS 23-Agust-14 23-Agust-17
2 Cawang Tomang
Cengkareng
SGS 03-Mar-14 03-Mar-17 SGS 15-Feb-14 15-Feb-17
3 Jakarta Cikampek SGS 31-Jan-14 31-Jan-17 SGS 04-Feb-14 04-Feb-17
4 Jakarta Tangerang SGS 04-Jan-13 04-Jan-16 SGS 22-Des-13 22-Des-16
5 Purbaleunyi SGS 28-Des-13 28-Des-16 SGS 22-Des-13 22-Des-16
6 Semarang SGS 25-Okt-14 25-Okt-17 SGS 06-Jan-14 06-Jan-17
7 Palikanci SGS 24-Sep-15 24-Sep-18 SGS 21-Jul-13 21-Jul-16
8 Surabaya Gempol SGS 10-Mei-14 10-Mei-17 SGS 19-Apr-13 19-Apr-16
9 Belmera SGS 21-Sep-14 21-Sep-17 SGS 12-Okt-13 12-Okt-16
CeRtiFiCation oF toll RoaDS Quality manaGement
21PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
refly harunPresident Commissioner/ Independent Commissioner
22 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
In line with the Government’s program to accelerate infrastructure development especially toll roads, Jasa Marga still maintain a sustainable growth based on good governance. Positive performance achievement in finance and business development still keeps the Company aware that competitiveness excellence is not only determined by profit, but also have to be supported by excellence in social community and environment preservation. We realize that the Triple Bottom Line concept or Profit, People, and Planet (3Ps) must be implemented strategically, systemically, and sustainably in business strategy and process.
We as the commissioner and Directors of Jasa Marga believe that Jasa Marga sustainable competitiveness excellence depends on our commitment and initiative to implement the Triple Bottom Line concept. Furthermore, we implemented the balance ofprofit, people, and planet in our strategy written on Company’s Long Term Plan (RJPP) and Annual Activity and Budget Plan (RKAT). Therefore, we support management’s initiative to commit in achieving Jasa Marga’s vision, mission, and strategy sustainably to grow healthfully, strong, and accepted by all Stakeholders as Good Corporate Citizen. We also support all management’s effort to keep improving our sustainable performance for the continuity of the Company’s business.
Commitment for profit, people and planet is important to support the Company’s growth and development. In our efforts to achieve sustainable business, the Company always attempt to give the optimal performance to Shareholders,
while still care on the Stakeholders needs by giving maximum contribution through innovation and efficiency impact. The Board of Commissioners realize that the Company must be able to present responsible and helpful business management behavior for all Stakeholders. In line with the finance/economic performance achievement, we would like to convey that all our duties and responsibilities as the Board of Commissioners have met the expectations of our respected Shareholders and Stakeholders. (G4-1)
This Sustainability Report explains the performance of profit, people, and planet in integrated manner. This Sustainability Report is a part of Jasa Marga’s commitment to communicate all work programs and activities in profit, people, and planet in accordance to best practices based on Global Reporting Initiative (GRI 4.0).
The theme of Jasa Marga’s Sustainability Report this year is Innovation Sustainability for Sustainable Growth, portrays the Company’s spirit and commitment to contribute in national economic development and growth by providing and managing reliable infrastructures especially toll roads. The Company participated actively in supporting the Government programs and infrastructure strategic projects to connect the centers and the local economy distribution, so we will be able to achieve value-added economy and national equitable development.
On behalf of PT Jasa Marga (Persero) Tbk. Board of Commissioner
refly harunPresident Commissioner/Independent Commissioner
Our respected Stakeholders,
pReSiDent CommiSSioneR
RepoRt(G4-1)
We support Management’s spirit and commitment to keep innovating to grow our Company sustainably, as the main principle in achieving the Company’s vision and mission to be trusted and accepted by all Stakeholders as Good Corporate Citizen. Our commitment for profit, people, and planet make Jasa Marga possible to achieve our success and to be able to provide added value to the Shareholders and Stakeholders.
23PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Desi ArryaniPresident Director
24 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
We continue to perform and achieve the Company’s
commitment to carry out our responsibility in environment
and social management through strong synergy principle
between the Company and Stakeholders. We believe the
sustainability of excellent competitiveness only achievable
through the balance of profit, people, and planet. We realize
Triple Bottom Line (3Ps) is not only a concept that need to
be understood, but it must be implemented in strategies and
daily business process.
The Company has implemented the Triple Bottom
Line principles to support the Company sustainability
achievement. This principle is a concept that support the
holistic measurement ofcompany performance by including
economic performance measure such as profit acquisition,
social concern measure, and environment preservation
measure. This concept measures Economic, Environmental,
Social (EES) or 3P (People, Planet, Profit).
The implementation of Triple Bottom Line principles
supported by the Company strategy and awareness is done
to support the Company performance achievement. As can
be seen on Company Revenue 2016 achivement, there was
Rp 16.66 trillon from the realization of Company Revenue
2016, or grew by 69.18% and the realization of Profit of the
Year was Rp 1.80 trillion or grew by 36.68%. In line with
Jasa Marga’s sustainability commitment which translated
into budget allocation for Partnership Program for Rp 17.472
billon, Environment Development Program and public welfare
for Rp 17.2 billion.
Our respected Stakeholders,
pReSiDent DiReCtoR RepoRt (G4-1)
To continue to give our best performance, Jasa Marga always
attempts to innovate sustainably. The implementation of triple
bottom line concept becomes the Management of Jasa Marga’s
commitment in running their business strategy and work plans.
The balance of profit, people, and planet is always maintained
to show the Company good performance and its excellence as
market leader in the toll roads industry of Indonesia.
25PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
In 2016, related to the environment sustainability
improvement activit, the Company implemented the
application of LED for street lighting (PJU) in 5,768 points
as an effort to save electricity. In addition, to optimize the
implementation of environmental management program
and activity, the Company specifically allocated the costs of
environmental management. In 2016m the Company spent
Rp … billion for the costs of environmental management. Toll
roads forestation was performed as a mitigation effort over
the changes in environmental impact by planting 51,481 trees
around toll roads, such as mahogany, raintree, acacia, and
many more.
In community development sector, aong 2016 we had
implemented varioud initiatives and social activities such
as funding the Partnership Program or local economic
empowerment for Rp 17.472 billion, Environmental
Development Program for Rp 17.2 billion, toll road quality
improvement or Scrapping Filling Overlay (SFO) in all
operational areas of toll road section managed by
Jasa Marga for Rp 292.75 billion, and the allocation for
consuments Corporate Social Responsibility for Rp 292.75
billion.
The Company committed to carry out innovation and growth
sustainability through work units who are responsible for
social and environmental development work program. It
is also supported with the specially allocated budget to
promote various activities and programs in the field of
community development, occupational health and safey,
consument protection and education, as well as nature
preservation program.
Kegiatan penanaman pohon dan bersih 12 sungai di sekitar 9 cabang wilayah operasional jalan tol
26 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
The theme of Jasa Marga’s Sustainability Report this year, “Innovation Sustainability for
Sustainable Growth” portrays the Company’s spirit and commitment to contribute on national
economic development and growth by providing and managing reliable infrastructures
especially toll roads. The Company participated actively in supporting the Government
programs and infrastructure strategic projects to connect the centers and the local economy
distribution, so we will be able to achieve value-added economy and national equitable
development.
This Sustainability Report was written in accordance to Golbal Reporting Initiative (GRI)
Standard. The Company has been implementing this since 2012. This Sustainability Report is
an integral part of the Annual Report, in which both holistically reflects our vision, commitment,
and initiative to promote Jasa Marga to be modern corporation marked by good corporate
governance, enterprise risk management, and corporate social responsibility. We believe that
every effort we did will be able to promote public and market confidence.
Jasa Marga corporate sustainability is a gift that we should be thankful of and must be
maintained through the best effort to achieve brilliant performance growth. To achieve it,
commitment and solid teamwork between the management and the employees are required,
along the support from harmonious relationship between the Company and the Stakeholders.
On behalf of PT Jasa Marga (Persero) Tbk. Board of Directors
Desi arryani
President Director
27PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
This Sustainability Report was made in accordance to
reporting standardization of GRI G4 version. The topic and
content of this report are based on the consideration of
materiality principle which is important for all Stakeholders.
The information delivered thoroughly includes economic
performance, environment, and social.
This Sustainability Report specifically explains Jasa Marga
strategies and performance to assure the sustainability of both
business and the earth and its contents viewed from the Triple
Bottom Line (TBL) standpoint, which are: people, planet, and
profit. This report provides added value for the Stakeholders
and represents the serious effort made by Jasa Marga as our
commitment to maintain the business sustainability.
This Sustainability Report is the sixth year report made
by Jasa Marga using the Global Reporting Initiative (GRI)
about SuStainability RepoRt 2016
“ThIS reporT IS our CoMMITMenT To guaranTee buSIneSS SuSTaInabIlITy” (g4-22, g4-23, g4-28, g4-29, g4-30, g4-31)
standardization. This report is published to comply with Law
No. 40 2007 regarding Limited Liability Company which
requires Limited Liability Company to deliver the report ofsocial
and environmental responsibility (TJSL) in the Annual Report.
Furthermore, as a public company, to comply the Financial
Services Authority (OJK) requirements through the Decision
of the Chairman of Bapepam-LK. This specific delivery of
Sustainability Report is the Company’s commitment to always
provide added-value along with the Company’s Annual Report.
Periods of the report
Our commitment is to prepare and deliver the Sustainability
Report annually. Sustainability Report 2016 presents the
information with reporting period of January 1st 2016 until
December 31st 2016. The topic and its content are based
on the consideration of the principle of materiality which is
28 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
In expressing informations, we have marked every relevant
page as the indicator of suitability compliance on GRI
G4 Core standard. We hope it could help the readers to
find the information related to every indicator. Moreover,
this report equipped with list of GRI G4 Core Index as the
overall information guidelines.
Boundary
Data and information presented in this report cover three
performance indicator namely: economic performance,
environmental performance, and social performance.
For informations related to financial data cover the
financial data of consolidated subsidiaries. By the end
of 2016, Jasa Marga owned 22 subsidaries with majority
equity participation (controllers), as follows: PT Jalantol
Lingkarluar Jakarta (JLJ), PT Marga Sarana Jabar (MSJ), PT
Trans Marga Jateng (TMJ), PT Marga Kunciran Cengkareng
(MKC), PT Marga Trans Nusantara (MTN), PT Marga Lingkar
Jakarta (MLJ), PT Jasamarga Surabaya Mojokerto (JSM),
PT Transmarga Jatim Pasuruan (TJP), PT Jasamarga Bali
Tol (JBT), PT Jasamarga PandaanTol (JPT), PT Jasamarga
KualanamuTol (JMKT), PT Ngawi Kertosono Jaya (NKJ),
important for the Stakeholders. This report thoroughly discloses
information including economic performance, environment, and
social. [G4-28]
The information presented in this report can be used as the
foundation for all Stakeholders when making a decision involving
creditors, worker’s union, suppliers, customers, governments, and
other interested parties. This Sustainability Report also maintain
information continuity by using the previous year report to shows
the Company sustainable performance growth. Using this report,
the Stakeholders could assess on how far Jasa Marga has carried
out their social and environmental responsibility as mandated by
the applicable regulations and laws.
GrI G4Core Standard reference
In compiling this Sustainability Report, Jasa Marga refers to GRI
G4 standard. This Sustainability Report standard issued by Global
Reporting Initiative (GRI), provides two options for Sustainability
Report drafting criteria, those are G4 Core and G4 Comprehensive.
As in the previous year, this year Report is the second year using
the GRI G4 Core version, which express basic sustainability
information and useful for the Stakeholders in decision-making.
[G4-29][G4-30][G4-32]
Student Development Program at North Sulawesi
29PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
PT Solo Kertosono Jaya (SKJ), PT Cinere Serpong Jaya (CSJ),
PT Jasamarga Semarang Batang, PT Jasamarga Manado
Bitung, PT Jasamarga Balikpapan Samarinda, PT Jasamarga
Pandaan Malang,PT Jasamarga Jalan layang Cikampek, PT
Jasa Layanan Pemeliharaan (JLP), PT Jasamarga Properti
(JMP), dan PT Jasamarga Layananan PTJasamarga Layanan
Operasi (JLO). There are 19 Jasa Marga’s subsidiaries
engaged in the field of toll road management and another 3
(three) subsidiaries engaged in the field of maintenance, toll
road service, and property. [G4-17]
Meanwhile, the data and information regarding environmental
and social performance sourced from the joint of parent
company (head office and branch offices) and subsidiaries.
Reporting materials including qualitative and quantitative
data. There is no significant change in scope and boundary of
information disclosure in Sustainability Report compared to
the previous year report. Furthermore, there is no significant
effect from the presentation of previous year information on the
information disclosure format. [G4-22][G4-23]
Process of report Content Determination
To determine the report content, in accordance to GRI G4
Guidelines, Jasa Marga considered 4 (four) principles, namely:
1) Stakeholders Inclusiveness; 2) Materiality; 3) Sustainability
context; dan 4) Completeness.
In determining the report content, we heard and considered
the advices from the Stakeholders. We requested the
Stakeholders to determine the materiality level of the reported
issues and topic through a survey. This report contains only
the issues considered as material/important aspects, with
significant and far-reaching influence for the Stakeholders.
The report content was determined based on sustainable
consideration and only information with sustainability context
included in this report. Report content that comply with the
principals above must be supported with complete data in
accordance with the reporting scope and period such as the
GRI G4 Core standard.
The report content determination process went through 4
(four) steps, as illustrated in the Flow Chart of Report Content
Determination Process. First step, identify the material
aspects. Second step, make priority, namely assessing
several sustainability aspects to determine the priority aspect
to be reported. Third step, consider the supportive data
completeness of the reported information. Fourth step, review
based on the advices from Stakeholders to improve the next
year report. This process is illustrated as follow.
flow Chart of report Content Determination Process
Step 1IDEntIfICatIOn
Sustainability Context
Sustainability Context
Stakeholders Inclusiveness
Materiality
Stakeholders Inclusiveness
Completeness
Step 2PrIOrItY
Step 4rEVIEW
Step 3VaLIDatIOn
30 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
Determination of Materiality Level
Information disclosure in this Sustainability Report is based on materiality determination of material issues which concern
the Stakeholders in accordance to the Stakeholders inclusiveness principle. Stakeholders involved by advising and stating
their opinion on the material issues of the Company business management, performed therough Stakeholders survey
which consist of worker’s union, suppliers, road users, and the local communities. The representation of the survey on
materiality level of material issues disclosed in the report, is illustrated in the chart of materiality level below.
Chart of Materiality Level
Material for the Company
Low Medium High
Low
Med
ium
Hig
h
Mat
eria
l for
the
Sta
keho
lder
s
Reception of State Finance
Road Users Comfort
Community Development
Occupational Health & Safety
Employees Health
Human Right
Energy Efficiency
Quality of Service
Education and Training
Partner Suppliers
Community Economic Empowerment
Employees Welfare
Determination of Material aspects and Boundary
The process of determining the material aspects and boundary, which is the content of this report, is based on the
issues with significant effect to Jasa Marga and its Subsidiaries. The mechanism of material aspects determination
involved Jasa Marga employees from various work units through G4 workshop which was held on November 8th-10th
2016. The workshop participants were data contributors for Sustainability Report 2016. The workshop resulted on a list
of material aspects and the boundary of Sustainability Report 2016, as follow: [G4-19][G4-20][G4-21]
31PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
External assurance
Jasa Marga keeps trying to improve the quality of
Sustainability Report from year to year. To support
it, we are always open for advice and input from
every party both Shareholders and Stakeholders.
As for the Sustainability Report 2016, the Company
has not assigned an independent assuror to do the
assurance service for the report due to insufficient
time. To assure the reliability of the sustainability
data, we are planning to assign independent
external assuror to do the assurance of sustainability
data starting from the next year reporting period. [G4-33]
Contact address [G4-31]
As an effort to improve the Sustainability Report on the coming
period, advice and feedback on this report could be delivered to Jasa
Marga through the following contacts.
COMPanY COntaCt
Mohammad Sofyan
PT Jasa Marga (Persero) Tbk.
head Office
Plaza Tol Taman Mini Indonesia Indah,
Jakarta 13550, Indonesia
Telepon : +6221 841 3630, 841 3526
Faksimili : +6221 841 3540
webiste : www.jasamarga.com
e-mail : [email protected]
aspectBoundary
Internal Company External CompanyJasa Marga Subsidiaries
Economic CategoryEconomic PerformanceMarket PresenceEconomic ImpactEnvironmental CategoryEnergyEmission
Social CategoryEmploymentOccupational Health and SafetyTraining and EducationDiversity and Equal OpportunityAssessment of Suppliers Labor PracticesFreedom of Associatio and Collective Labor Agreement (PKB)Assessment of Suppliers Human RightsLocal CommunitiesAnti CorruptionProduct and Service Labeling
Subsidiaries
External Company
Jasa Marga
tran
spor
tation Cleaning Service
Param
edicSecurity
Subsidiaries
32 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
33PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Company pRoFile
34 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
Head Office of PT Jasa Marga (Persero)Tbk.
35PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Jasa Marga Brief Profile
PT Jasa Marga (Persero) Tbk or Jasa Marga is a State-
Owned Enterprises (SOEs) which is engaged in the
management, maintenance and procurement of the toll
road network, its headquarters is in Plaza Tol Taman Mini
Indonesia Indah, Jakarta. Jasa Marga was established in
1978 by certificate No. 1 dated March 1, 1978, with the
name, “PT Jasa Marga (Indonesia Highway Corporation)”, as
amended by certificate No. 187 dated May 19, 1981 and the
Company’s name was changed to “PT
Jasa Marga (Persero) “, both made before Kartini Muljadi,
SH., who was at the time of the Notary in Jakarta. [
G4-3][G4-5]
Based on the decision of the Extraordinary General Meeting
of Shareholders on September 12, 2007 on changes to the
Articles of Association of the Company in the framework of
Initial Public Offering, including the increase in authorized
capital, the capital was issued and fully paid, change in par
value and classification of share, changes in the Company’s
status from private to public company, and the change of
the name of the company into a Limited Liability company
(Persero) PT Jasa Marga (Indonesia Highway Corporatama)
Tbk or PT Jasa Marga (Persero) Tbk. Decisions regarding
changes in the Articles of Association is stated in the
Certificate No. 27 dated 12 September 2007 from Notary
Ny. Poerbaningsih Adi Warsito, SH. The certificate had
been approved by the Minister of Law and Human Rights of
the Republic of Indonesia through Decree No. W7-10487
HT.01.04 TH.2007 September 21, 2007.
On November 1, 2007, the Company obtained an effective
statement from the Capital Market Supervisory Agency
and Financial Institution (Bapepam-LK), latet became the
Financial Services Authority of Indonesia, through its letter
No. S-5526 / BL / 2007 for the initial public offering of
shares as many as 2,040,000,000 under the name of Series
B shares with a nominal value of Rp500 (full Rupiah) per
share from the share in deposits (portfolio) of the Company
to the public, with the offering price of Rp1,700 (full rupiah)
per share through capital market and listed on the Jakarta
and Surabaya stock Exchange (subsequently merged and
became the Indonesia stock Exchange). The statute of the
Company changed several times with the latest changes
covered by notarial certificate by Ir. Nanette Cahyanie
Handari Adi Warsito SH, No. 61 dated March 26, 2015,
regarding changes in the Articles of Association to comply
with the regulations of the Financial Services Authority
Indonesia. The certificate had been approved by the Ministry
of Justice and Human Rights of the Republic of Indonesia in
Decree No. AHU-AH.01.03-0019825 dated March 27, 2015.
Based on Article 3 of the statute, the purpose and objectives
of the Company are participating in implementing and
supporting policies and programs of the Government in the
economic and national development in general, especially
in the field of toll road concession including its supporting
facilities by applying the principles of limited company. To
achieve the objectives, the Company is implementing the
following main business activities:
1. Perform technical planning, construction, operation and /
or maintenance of toll roads.
2. Acquiring the land in toll road area (Rumijatol) and the
Rumijatol border area for rest area and service, along with
facilities and other businesses.
Those business activities are conducted by the Company
through the process of planning, building, operating and
maintaining the toll roads as well as its means of apparatus
so that toll road can serve as a traffic free road that would
give higher benefits than public non-toll roads.
Based on the Statute, in addition to the main business
activities, the Company has also supporting business
activities, namely: [G4-4]Area of property development in the area adjacent to the toll
road corridors.
2. Area of service development to businesses related to
modes / means of transportation, distribution of liquid /
solid / gas material , networking as means of information,
technology and communication, related to toll road
corridors.
3. Area of services and trading for construction,
maintenance and operation service of toll roads.
36 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
To date, Jasa Marga operates 16 toll roads managed by nine (9) branch offices and 7 (seven) subsidiaries. with details
as follows:
Work Unit toll roads Length (km)
Cabang Jagorawi Jakarta - Bogor- Ciawi 59.00
Cabang Jakarta - Tangerang Jakarta - Tangerang 33.00
Cabang Cawang - Tomang - Cengkareng Cawang - Tomang - Pluit dan Prof. Dr. Ir. Sedyatmo 23.55 dan 14.30
Cabang Surabaya - Gempol Surabaya - Gempol 49.00
Cabang Jakarta - Cikampek Jakarta - Cikampek 83.00
Cabang Purbaleunyi Cikampek - Padalarang dan Padalarang - Cileunyi 58.50 dan 64.40
Cabang Semarang Semarang Section A B C 24.75
Cabang Belmera Belawan - Medan - Tanjung Morawa 42.70
Cabang Palikanci Palimanan - Kanci 26.30
Unit Kerja Kantor Pusat Ruas Lingkar Luar Jakarta (JORR) 34.27
Meanwhile, the subsidiaries PT Jasa Marga (Persero) Tbk are presented in the following table:
table of Subsidiaries Pt Jasa Marga (per 31 December 2016)
no. name of Entity Shareholding Business Sector Status*
1 PT Jalantol Lingkarluar Jakarta
• Jasa Marga: 99.9%• Inkopkar Jasa Marga: 0.1%
Operating Jakarta Outer Ring Road
In operation
2 PT Marga Sarana Jabar • Jasa Marga: 55%• PT CMNP Tbk: 30.00%• PT Jasa Sarana: 15.00%
Operating BogorOuter Ring Road
In operation
3 PT Trans Marga Jateng • Jasa Marga: 73.9%• PT Sarana Pembangunan Jawa Tengah:
1.09%• PT Astratel Nusantara: 25.00%
Operating Semarang-Solo Toll Road
In operation
4 PT Jasamarga Kunciran Cengkareng
• Jasa Marga: 76.2%• CMS WIL: 21.00%• PT Wijaya Karya: 2.10%• PT Nindya Karya: 0.28%• PT Istaka Karya: 0.42%
Operating Cengkareng-Kunciran Toll Road
Not In operation
5 PT Marga Trans Nusantara
• Jasa Marga: 60%• PT Astratel Nusantara: 30.00%• PT Transumata Arya Sejahtera: 10.00%
Operating Kunciran-Serpong Toll Road
Not In operation
6 PT Marga Lingkar Jakarta
• Jasa Marga: 65%• PT Jakarta Marga Jaya: 35.00%
Pengusahaan Jalan Tol JORR W2 Utara
In operation
7 PT Jasamarga Surabaya Mojokerto
• Jasa Marga: 55%• Moeladi Grup: 25.00%• PT Wijaya Karya: 20.00%
Operating Surabaya-Mojokerto Toll Road
In operation
8 PT Transmarga Jatim Pasuruan
• Jasa Marga: 98.8%• PT Jatim Marga Utama: 1.19%
Operating Gempol-Pasuruan Toll Road
Not In operation
9 PT Jasamarga Pandaan Tol
• Jasa Marga: 92.2%• PT Jalan Tol Kab. Pasuruan: 7.80%
Operating Gempol-Pandaan Toll Road
In operation
37PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
no. name of Entity Shareholding Business Sector Status*
13 PT Ngawi Kertosono Jaya
• Jasa Marga: 60%• PT Waskita Toll Road: 40.00%• PT Ferindo Putra: 1 lembar saham
Operating Ngawi-Kertosono Toll Road
Not In operation
14 PT Cinere Serpong Jaya • Jasa Marga: 55%• PT Waskita Toll Road: 35.00%• PT Jakarta Propertindo: 10.00%
Operating Cinere-Serpong Toll Road
Not In operation
15 PT Jasamarga Semarang Batang
• Jasa Marga: 60%• PT Waskita Toll Road: 40.00%
Operating Batang-Semarang Toll Road
Not In operation
16 PT Jasamarga Balikpapan Samarinda
• Jasa Marga: 55%• PT Wijaya Karya: 15.00%• PT Pembangunan Perumahan: 15.00%• PT Bangun Tjipta Sarana: 15.00%
Operating Toll RoadBalikpapan-Samarinda
Not In operation
17 PT Jasamarga Manado Bitung
• Jasa Marga: 65%• PT Wijaya Karya: 20.00%• PT Pembangunan Perumahan: 15.00%
Operating Manado-Bitung Toll Road
Not In operation
18 PT Jasamarga Pandaan Malang
• Jasa Marga: 60%• PT Pembangunan Perumahan: 35.00%• PT Sarana Multi Infrastruktur: 5.00%
Operating Pandaan-Malang Toll Road
Not In operation
19 PT Jasamarga Jalanlayang Cikampek
• Jasa Marga: 80%• PT Ranggi Sugiron Perkasa: 20%
Operating Toll Jakarta-Cikampek II Elevated Road
Not In operation
20 PT Jasa Layanan Pemeliharaan
• Jasa Marga: 99.7%• Inkopkar Jasa Marga: 0.3%
Construction serviceToll road maintenanceToll road vehicle rent
In operation
21 PT Jasamarga Properti • Jasa Marga: 99.8%• Inkopkar Jasa Marga: 0.2%
Property Business Development Operation as well as Trade and Services
In operation
22 PT Jasa Layanan Operasi • Jasa Marga: 99.9%• Inkopkar Jasa Marga: 0.1%
Toll road Service Operations In operation
Description:*) Status is a status of toll road operation for the field of toll road business and the status of the other services / businesses for non-toll road.
Besides, the Company also take other steps as follows:
Branch Office Business type
Rest Area and Business Unit * the Rest Area and Business Unit * Managing rest area on the toll road and Gas stationJasa Marga Development Center Organizer of training and human resources development*) in January 2016, it was liquidated and transferred to PT Jasa Marga Properti (JMP. its subsidiaries)
no. name of Entity Shareholding Business Sector Status*
10 PT Jasamarga Bali Tol • Jasa Marga: 55%• PT Angkasa Pura I : 8.00%• PT Pelindo III: 17.58%• PT Pengembangan Pariwisata Bali: 1.00%• PT Adhi Karya: 1.00%• PT Hutama Karya: 1.00%• Pemerintah Provinsi Bali: 8.01%• Pemerintah Kabupaten Badung: 8.01%• PT Wijaya Karya: 0.40%
Operating NusaDua-Ngurah Rai-Benoa Toll Road
In operation
11 PT Jasa Marga Kualanamu Tol
• Jasa Marga: 55%• PT Waskita Karya: 15.00%• PT Pembangunan Perumahan: 15.00%• PT Waskita Toll Road: 15.00%
Operating Medan-Kualanamu-TebingTinggi Toll Road
Not In operation
12 PT Solo Ngawi Jaya • Jasa Marga: 60%• PT Waskita Toll Road: 40.00%• PT Ferindo Putra: 1 lembar saham
Operating Solo-Ngawi Toll Road
Not In operation
38 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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In addition to the toll road business, the Company also performs several other business activities to synergize and maximize
the development of assets owned by the Company. The business activities are strengthened by setting up three subsidiary
companies namely PT Jasa Layanan Pemeliharaan (JLP) - formerly PT Marga Sarana Utama – the company established in
1988 and acquired since 2010 is engaged in construction, trade and vehicle rental; PT Jasamarga Properti was established
in 2013 and is engaged in the development, trade and property-related services; and PT Jasa Layanan Operasi which was
established in 2015 and is engaged in the operation of the toll road service.
Based on types of business being conducted, the Company’s revenues are from transactions of vehicles passing through the
toll road (toll revenues) and other revenues consist of land lease, advertising revenue, the rest area and services of toll road
operations of the other party as well as the maintenance services.
tOLL rOaD Of JaSa MarGa (G4-8)
39PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Concessions owned by the Company [G4-4]Sections of toll roads owned by Jasa Marga have concession periods range between 35 to 45 years. A total of 26 toll roads
operated by Jasa Marga has a 40-year concession started since 2005 (except JORR Section S). Thus, until the end of 2016,
the Company still has long term concessions.
Until by the end of 2016, and the concession status of the toll road sections of the Company is as follows:
table on concessions owned Jasa Marga (December 31, 2016)
Concession OperatorLength
(km)
Year of theConcession
Initiation
Concession Period(year)
the signing ofPPJt
(dd-month-year)Status
1. Jagorawi (Jakarta-Bogor-Ciawi)
Cabang Jagorawi 59.00 2005 40 07-07-2006 In operation since 1978
2. Jakarta-Tangerang
Cabang Jakarta-Tangerang
33.00 2005 40 07-07-2006 In operation since 1984
3. Prof. Dr. Ir. Sedyatmo
Cabang Cawang-Tomang-Cengkareng
14.30 2005 40 07-07-2006 In operation since 1984
4. Jakarta Inner Ring Road (JIRR)
Cabang Cawang-Tomang-Cengkareng
23.55 2005 40 07-07-2006 In operation since 1987
5. Jakarta-Cikampek
Cabang Jakarta-Cikampek
83.00 2005 40 07-07-2006 In operation since 1988
6. Padaleunyi (Padalarang-Cileunyi)
Cabang Purbaleunyi
64.40 2005 40 07-07-2006 In operation since 1990
7. Cipularang (Cikampek-Purwakarta-Padalarang)
Cabang Purbaleunyi
58.50 2005 40 07-07-2006 In operation since 2003
8. Palikanci (Palimanan-Kanci)
Cabang Palikanci 26.30 2005 40 07-07-2006 In operation since 1998
9. Semarang Cabang Semarang 24.75 2005 40 07-07-2006 In operation since 198310. Surabaya-
GempolCabang Surabaya-Gempol
49.50 2005 40 07-07-2006 In operation since 1986
11. Belmera (Belawan-Medan-Tanjung Morawa)
Cabang Belmera 42.70 2005 40 07-07-2006 In operation since 1986
12. Jakarta Outer Ring Road (JORR) *)
PT Jalantol Lingkarluar Jakarta
35.27 2005 40 07-07-2006 In operation since 1991
13. Ulujami-Pondok Aren
PT Jalantol Lingkarluar Jakarta
5.55 2005 40 07-07-2006 In operation since 2001
14. Bogor Outer Ring Road (BORR)
PT Marga Sarana Jabar
11 2009 45 29-05-2006 In operation since 2009• 23 November 2009: 1 Sentul Selatan-Kedung Halang Section (3,8 km)• 04 Juni 2014: 2A
Kedung Halang-Kedung Badak Section (2,0 km)
15. JORR W2 Utara PT Marga Lingkar Jakarta
7.7 2005 40 07-06-2006 Fully operation since 22July, 2014
16. Cengkareng-Kunciran
PT Marga Kunciran Cengkareng
14.19 -(konstruksi belum dimulai)
35 02-03-2009 Land acquisition
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Concession OperatorLength
(km)
Year of theConcession
Initiation
Concession Period(year)
the signing ofPPJt
(dd-month-year)Status
17. Kunciran-Serpong
PT Marga Trans Nusantara
11.10 -(konstruksi belum dimulai)
35 22-09-2008 Land acquisition
18. Semarang-Solo PT Trans Marga Jateng
72.64 2010 45 15-12-2006 In operation since 2011• 12 November 2011:
Phase I Section 1 Semarang-Ungaran (10,8 km)
• 04 April 2014: Phase I Section 2 Ungaran-Bawen (12,3 km)
19. Surabaya-Mojokerto
PT Marga Nujyasumo Agung
36.27 2007 42 06-04-2006 In operation since 2011• 05 September, 2011:
Section 1A Waru-(2,0 km)
• Section 1B the length-WRR, Section 2 WRR-Driyorejo, Section 3 Driyorejo-Krian and Section 4 Krian-Mojokerto: land acquisition and construction
20. Gempol-Pasuruan
PT Transmarga Jatim Pasuruan
34.15 2013 45 29-05-2006 Land acquisition and construction
21. Gempol-Pandaan
PT Jasamarga Pandaan Tol
13.61 2012 37 19-12-2006 Fully operation since June2015
22. Nusa Dua-Ngurah Rai-Benoa
PT Jasamarga Bali Tol
10.00 2012 45 16-12-2011 Fully operation sinceOctober 2013
23. Medan-Kualanamu-Tebing Tinggi
PT Jasa Marga Kualanamu Tol
61.7 2014 40 05-01-2015 Land acquisition and construction
24. Solo-Ngawi PT Solo Ngawi Jaya
90.1 - 35 28-06-2011 Land acquisition and construction
25. Ngawi-Kertosono
PT Ngawi Kertosono Jaya
87.00 - 35 28-06-2011 Land acquisition and construction
26. Cinere-Serpong PT Cinere Serpong Jaya
10.14 - 35 28-06-2011 Land acquisition
27. Batang-Semarang
PT Jasamarga Semarang Batang
75
28. Balikpapan-Samarinda
PT Jasamarga Balikpapan Samarinda
99.35 40 09-06-2016 Land acquisition construction dam
29. Manado-Bitung PT Jasamarga Manado Bitung
39.9 40 09-06-2016 Land acquisition
30. Pandaan-Malang PT Jasamarga Pandaan Malang
37.62 35 09-06-2016 Land acquisition
31. Jakarta-Cikampek II Elevated
PT JasamargaJalanlayangCikampek
36.4 45 05-12-2016 Land acquisition
Description:*) Not Including JORR Section S.
41PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Organizational Scale (G4-9)
Jasa Marga operates in Sumatra, Java, and Bali, with the support of about 4,561 employees. Here is a scale of Jasa Marga
organization from the aspects of Human Resources, Finance, and Service Product.
Scale of Jasa Marga Organisation [G4-9]
Descriptionreporting Period
2015 2016
Number of employees (persons) 4,561 4,447
Operating revenues ( (Rp billion) 9,848 16,661
Assets 36,725 53,500
Liabilities 24,356 37,161
Equity 12,368 16,339
the quantity of product services (KM)
north Sumatera
Jalan Tol Belmera 42.7 42.7
Jalan Tol Medan - Kualanamu - Tebing Tinggi 0 dari 61,7 0 dari 61,7
Jakarta and surrouding. plus West Java
Jalan Tol Jagorawi 59 59
Jalan Tol Jakarta–Cikampek 83 83
Jalan Tol Jakarta–Tangerang 33 33
Jalan Tol Purbaleunyi 122.9 122.9
Jalan Tol Ulujami–Pondok Aren 5.55 5.55
Jalan Tol Dalam Kota Jakarta 23.55 23.55
Jalan Tol Prof. Dr. Ir Sedyatmo 14.3 14.3
Jalan Tol JORR 35.27 43
Jalan Tol Palikanci 26.3 26.3
Jalan Tol Bogor Outer Ring Road 5.8 to 11 5.8 to 11
Jalan Tol Cengkareng–Kunciran* 0 to 14.2 0 to 14.2
Jalan Tol Kunciran–Serpong * 0 to 11.2 0 to 11.2
Jalan Tol JORR W2 North 7.67 7.67
Jalan Tol Cinere Serpong 0 to 10.2 0 to 10.2
Jalan Tol Jakarta Cikampek Elevated - 0 to 36.4
Central Java
Jalan Tol Semarang 24.75 24.75
Jalan Tol Semarang - Batang - 0 to 75
Jalan Tol Semarang–Solo 23.1 to 72.6 23.1 to 72.6
Jalan Tol Solo - Ngawi 0 to 90.1 0 to 90.1
42 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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Descriptionreporting Period
2015 2016
East Java
Jalan Tol Surabaya Gempol 49 dari 49 49 dari 49
Jalan Tol Gempol–Pasuruan* 0 dari 34,15 0 dari 34,15
Jalan Tol Surabaya–Mojokerto 2,3 dari 36,3 20,7 dari 36,3
Jalan Tol Gempol–Pandaan 13,61 13,61
Jalan Tol Ngawi - Kertosono 0 dari 87,0 0 dari 87,0
Jalan Tol Pandaan - Malang - 0 dari 37,62
Bali
Jalan Tol Nusa Dua–Ngurah Rai–Benoa 10 10
Sulawesi
Jalan Tol Manado - Bitung - 0 dari 39,9
Kalimantan
Jalan Tol Balikpapan - Samarinda - 0 dari 99,35
Significant Changes [G4-13]
Some of the events in 2016 resulted in significant changes on the operations of Jasa Marga or Subsidiary. These
significant changes include:
1. replacement of BOC and BOD
Based on th General Meeting of Shareholders (AGM) dated August 29, 2016, the determination of the composition of
the Board of Directors and the Board of Commissioners as follows:
Members of the Company’s Board of Directors
1. Sdri. Desy Arryani as President Director2. Sdri. Anggiasari as Finance Director / Independent3. Sdr. Muh Najib Fauzan as Director of Operation I4. Sdr. Subakti Syukur as Director of Operation II5. Sdr. Hasanudin as Director of Development6. Sdr. Christantio Prihambodo as Director of HR and General
Members of the Board of Commissioners
1. Sdr. Refly Harun as Chief Commissioner / Independent Commissioner
2. Sdr. Sigit Widyawan as Independent Commissioner
3.Sdr. Boediarso Teguh Widodo
as Commissioner
4. Sdr. Taufik Widjojono as Commissioner
5.Sdr. Muhammad Sapta Murti
as Commissioner
6. Sdr. Agus Suharyono as Commissioner
43PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Composition of Share Ownership [G4-13]
To support Jasa expansion and growth, in 2007, Jasa Marga released 30% of its shares to the public. It is listed on the
Indonesia Stock Exchange with stock code: JSMR. Here’s Overview Shares Ownership Composition as of December 31 2016.
Jasa Marga Organizational Chart
Based on Board of Directors Decree No. 156KPTS / 2016 dated September 29, 2016
COrPOratEPLannInG DIVISIOn
tOLLrOaD BUSInESSDEVELOPMEnt
DIVISIOn
InfOrMatIOntEChnOLOGY
DIVISIOn
COrPOratE SECrEtarY
fInanCE anDaCCOUntInG
DIVISIOn
BUSInESSDEVELOPMEnt related DIVISIOn
BUSInESSManaGEMEnt
DIVISIOn
IntErnaL aUDIt
LEGaL anDCOMPLIanCE
DIVISIOn
rISKanD QUaLItYManaGEMEnt
DIVISIOn
hIGhWaYEnGInEErInGPLannInG &
DEVELOPMEntDIVISIOn
tOLL rOaD SUBSIDIarIES COMPanIES
nOn tOLL rOaD SUBSIDIarIES COMPanIES
fInanCE DIrECtOr
DEVELOPMEntDIrECtOr
PrESIDEnt DIrECtOr
OPEratIOnDIrECtOr I
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table on JSMr Shareholding Composition per December 31 2016 as of 31 December 2016
Descriptionnumber of
Ownernumber of Shares
(sheet)Composition
(%)State/RepublicofIndonesia 1 5,080,509,840 70Public 2,177,361,360 30
national investorsIndonesian Individual 15.003 282,532,460 4,178Limited Liability Company 87 243,839,281 3,359Insurance 74 202,068,720 2,784Foundation 23 12,207,959 0,168Cooperative 3 715,890 0,009Hedge Fund 176 187,545,045 2,584
foreign InvestorsForeign Individual 92 3,782,436 0,052Foreign Enterprises 573 1,118,914,620 15,416
total 15.992 7,257,871,200 100
hUMan CaPItaL StratEGY &
POLICY DIVISIOn
OPEratIOnManaGEMEnt
DIVISIOn
hUMan CaPItaL SErVICES DIVISIOn
MaIntEnanCE DIVISIOn
JaSa MarGa DEVELOPMEnt CEntEr UnIt
COMMUnItY DEVELOPMEnt PrOGraM UnIt
GEnEraL affaIr
DIVISIOn
BranChOffICES
OPEratIOnDIrECtOr II
hUMan CaPItaL & GEnEraL DIrECtOr
45PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
tHe Company ViSion, miSSion, anD ValueS
Formulating the Vision, Mission, and Values of the Company required the involvement of all
stakeholders, among others: the Board of Commissioners, Directors and employees, and considering
the interests of stakeholders.
The Vision, Missions, and Values of the Company have been approved by the Board of Commissioners
and Board of Directors through Decree No. 50 / KPTS / 2013 dated March 1, 2013 on the Vision,
Mission and Values of the Company.
Jasa Marga Vision
Year 2017 VisionTo become Indonesia’s Toll Road Leading Developer and Operator.
Year 2022 VisionTo become One Of Leading Companies in Indonesia.
The Explanation of the Vision:
The Definitions of Leading Company are as follows:
• Having a relatively high financial soundness in the
industry and contributingalong-term investment value
• Being a market leader in its industry
• Always innovating to have the excellent quality of
product and service, through constant innovation
• Has a social responsibility to the community and
environment
• Has an excellent management company
• Being a role model in the management of human
capital for other companies
• Becoming a choice utuk career for talented people
• careers for talented people
In the formulation of Company’s mission, the company’s
reason for being, Company’s fundamental purpose
and communicate the value of the Company were re-
evaluated.
Mission1. Realising Accelerated Tol Road Development.
2. Providing Efficient and Reliable Toll Road.
3. Increasing the Smoothness of Goods and Service
Distribution.
The Mission Explanation:
The Company is aware of its presence in its business
activities as a developer and operator of toll roads, it has
the task to realize the acceleration of the construction of
the toll road to support the economic growth program
launched by the Government. In addition, the Company
also understands that the existence of toll roads
managed by the Company should provide benefits for
road users requiring efficient and reliable toll roads and
requires smooth distribution of goods and services.
46 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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the Company’s Value & Culture [G4-56]
Jasa Marga has composed the Company’s Value & Culture which becomes the guiding principles in behaviour and decision making. The Value & Culture was established on the basis of four acknowledged and developed core values, namely Honest, Spry, Qualified, and Respect.
hOnESt
Jasa Marga is always HONEST, fair, transparent, and free
from conflict of interest in implementing its activities.
SPrY
Jasa Marga is SPRY in serving customers and other
stakeholders by giving concern and being proactive as well
as promoting carefulness.
QUaLIfIED
Jasa Marga is QUALIFIED in working based on competency,
consistency, and innovation.
rESPECt
Jasa Marga RESPECTS sakeholders in synergy to make
achievements.
47PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
innoVation in manaGinG
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General Meeting of Shareholders PT Jasa Marga (Persero) Tbk Year 2016
49PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Implementation of superior and consistent Good Corporate
Governance / GCG is a necessity in achieving sustainable
growth performance. The implementation of GCG can
improve the performance of Jasa Marga, which can optimize
the share value in the long term, with due regard to the whole
stakeholders.
Jasa Marga understands the GCG implementation with a
broad perspective as a support system performance and
compliance aspects of compliance with various laws and
regulations. Furthermore, Jasa Marga is aware that it is
implemented into a culture which is business with ethics.
The development of GCG in the Company conforms and
adapts to changes in legislation and best practices on
corporate governance. In order to implement the principles
of good corporate governance, Jasa Marga guided by the
Regulation of the Minister of State Enterprises No.Per-01
/ MBU / 2011 dated 01 August 2011 regarding the
Implementation of Good Governance in SOEs, with the last
changes in the Regulation of the Minister of State Enterprises
No. PER-09 / MBU / 2012, stating that, “SOEs are required
to implement the company’s operations by adhering to the
principles of GCG transparency, accountability, responsibility,
independence and fairness”. Jasa Marga continues to make
various efforts and initiatives on GCG implementation,
whether independently and assisted by independent parties
in achieving corporate sustainable governance.
POLICY On GOVErnanCE
To realize a company with growth and high competitiveness,
Jasa Marga has established policies and structure of
corporate governance (GCG) with respect principles GCG’s
rules and regulations. Jasa Marga is fully committed and
consistently enforce the implementation of GCG with
reference to some formal rules which form the basis for the
Company in the implementation of GCG.
That commitment is reflected in the policies / internal
guidelines related to the implementation of GCG through the
Board’s decision, among others: Guidelines of Corporate
Governance , Code of Conduct, Guidelines of Conflict of
Interest, Whistleblowing System Guidelines, Guidelines for
Handling Gratification, Board of Commissioners and Board
of Directors Manual, Distribution of Duties and Powers of
the Board of Directors, the Board of Directors Meeting of the
Implementation Guidelines and other policies.
articles of association
Board Manual
Code of Conduct
Other policies
Guidelines to Conflict of Interest
Standard Operational Procedures
Guidelines of Corporate Governance
Guidelines for handling Gratification
Guidelines for Whistleblowing System
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President Director Report
2015 Overview on Sustainability Performance
In order to support the effective implementation of GCG,
the Company continued to socialize and internalize various
GCG policy properly to all Jasa Marga employees and
stakeholders. This effort is made to ensure that all Jasa
Marga employees and stakeholders are able to realize GCG
as the culture in daily practice.
InnOVatIOn In thE IMPLEMEntatIOn Of GOVErnanCE
the Structure of Governance [G4-34]With the reference to Law No. 40 of 2007 on Limited
Liability Companies, Article 1, the governance structure
of Jasa Marga dictates the main organs of the Company
consisting of a General Meeting of Shareholders (AGM),
the Board of Commissioners and Directors and Supporting
Organ including the Committees under the Board of
Commissioners.
Thus, the governance structure of Jasa Marga consists of:
• General Meeting of Shareholders, hereinafter called the
AGM is Company’s Organ with greater authority that the
Board of Directors or Board of Commissioners dont have
within the limits prescribed by law and / or the Articles of
Association.
• The Board of Commissioners is company’s organ in
charge of the general and / or special supervision
accordance with the Statutes as well as advising the
Board of Directors, ensuring compliance with all laws and
regulations, and supervises the implementation of GCG in
the Company.
• the Board of Directors is the organ of the Company
authorized and fully responsible for the management
of the Company for the benefit of the Company, in
accordance with the purposes and objectives of the
Company and represent the Company, both in and out of
court in accordance with the Statutes of Jasa Marga.
The complete Governance Structure of Jasa Marga,
especially in the application of corporate governance
principles, is as follows:
Corporate Secretary
Risk andQuality
Management Division
Internal Audit
Legal andCompliance
Division
ComplianceGCG
and Capital Markets
RiskManagement
• Compliance peraturan perundang undangan
• Ketenagakerjaan• Kontrak
InvestorRelations
Audit Committee
Nomination, Remuneration and
Business Risk Committee
Board of Directors
Board of Commissioner
General Meeting of Shareholders
51PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
PT Jasa Marga (Persero) Tbk. currently possesses and
uses the Jasa Marga Integrated Risk Management Sytem
(Jasa Marga Sistem Manajemen Aplikasi Risiko Terintegrasi
– JM SmART) application as a medium for supporting risk
management administrative activities, starting from drafting
RPR, monitoring, and other relevant activities. This way, risk
management becomes more efficient because all data is
stored in database form, which conveniences and speeds up
the reporting process.
This web-based application is to improve effectiveness
Risk Management for Risk-based RKAP since RKAP year
2014 for the realization of integrated risk management. This
application generates the following positive impacts:
a. Work Units can see their respective Greatest Risk each
RKAP year using the application in real time
b. Work Units gets direction for finding and recognizing the
priority of the risks that must be managed, i.e. Work Unit
Greatest Risks.
c. Improve effectiveness and efficiency in providing for the
Company’s Corporate Greatest Risk by Risk and Quality
Management Division to the Board of Directors and
relevant Work Units in real time.
d. Can easily and quickly update the Company’s Greatest
Risk in real time because it is already application-based.
e. All Work Units that has the risk, the Board of Directors,
and Internal Audit can help monitor and update the risks,
especially the Company’s Greatest Risks, accurately
through the application.
POSItIOn GMS, BOarD Of COMMISSIOnErS, anD
BOarD Of DIrECtOrS
The General Meeting of Shareholders (GMS), whether Annual
GMS or Extraordinary GMS, is the highest-ranking organ in
the Company’s governance. It has authority not granted to
the Board of Directors or Board of Commissioners within the
limits stipulated in the Articles of Association and applicable
rules and regulations. The authority includes the authority to
require accountability from the Board of Directors and Board
of Commissioners relating with the Company’s management,
changing the Articles of Association, appoint and dismiss the
Board of Directors and Board of Commissioners, etc.
GMS is also a forum for Shareholders in using its rights and
authority to the Company’s management.
In executing its authority, GMS cares for the interests of
the Company’s development and health, the interests of
stakeholders, and the Company’s rights.
GMS is held as follows:
• Annual General Meeting of Shareholders
This is a General Meeting of Shareholders held every
Financial Year at the latest 6 (six) months after the
Company’s previous Financial Year ends.
• Extraordinary General Meeting of Shareholders
This is a General Meeting of Shareholders that can be
held at any time according to the needs or interests of
the Company to discuss and decide a General Meeting
of Shareholders Agenda, except the General Meeting of
Shareholders Agenda meant in Article 20 Paragraph 2
letter a, b, c, and d, by noting the rules and regulations
and the Company’s Articles of Association.
Throughout 2016, Jasa Marga has held 2 (two) GMS, i.e.
Annual GMS Financial Year 2015 on 30th of March 2016 and
Extraordinary GMS on 29th of August 2016. These GMS
were held after having gone through the preparation and
execution process in accordance with Law No. 40 year 2007
concerning Limited Liability Company, Articles 81, 82, and
83, and the Decree of the Chairman of Bapepam-LK No.
Kep-60/PM/1996 concerning the Planning and Execution
of GMS. The above planning and execution of GMS were
expressed in a letter of the Company delivered to Bapepam-
LK, and the publication of the Notice, Summons, and
Announcement of the Results of Annual GMS each in 2 (two)
Indonesian-language newspapers with national distribution
and the Company’s website in Indonesian and English.
52 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
GMS is attended by the members of the Board of
Commissioners (wherein one of these members is the Audit
Committee Chairman), members of the Board of Directors,
Bi-colour A-series Shareholders, and other Shareholders who
jointly represent at least 2⁄3 (two thirds) of all shares with valid
voting rights issued by the Company for Decision-making
of Amendments to the Articles of Association according to
the provisions of Article 27 Paragraph 1 of the Company’s
Articles of Association.
BOarD Of COMMISSIOnErS
The Board of Commissioners is the Company’s organ
collectively responsible for monitoring and advising the Board
of Directors, and for ensuring that Jasa Marga executes GCG
in all levels or ranks organization. In support of the execution
of its duties, the Board of Commissioners is assisted by the
Audit Committee and Nominations, Remunerations, and Risk
Committee.
Board of Commissioners’ Accountability to GMS is the
accountability for the monitoring and advising on the
Company’s management executed by the Board of Directors
when applying the principles of Good Corporate Governance
(GCG).
In discharging its duties and obligations, the Board of
Commissioners refers to the provisions of the Board Manual
for Commissioner Members of PT Jasa Marga (Persero)
Tbk., Chapter II concerning the Board of Commissioners as
follows:
1. Duties of the Board of Commissioners
2. Obligations of the Board of Commissioners
3. Authority of the Board of Commissioners
4. Rights of the Board of Commissioners
5. Requirements of the Board of Commissioners
6. Membership of Board of Commissioners
7. Independent Commissioner
8. Committees of the Board of Commissioners
9. Secretary of the Board of Commissioners
10. Capability Recognition and Building Program
11. Professional Ethics of the Board of Commissioners
12. Meetings of the Board of Commissioners
13. Monitoring Function of the Board of Commissioners
14. Performance and Reporting of the Board of
Commissioners
The delegation of Commissioner Members’ duties as
stipulated in the Decree of the Board of Commissioners PT
Jasa Marga (Persero) concerning the Duties of the Board of
Commissioners is as follows:
1. Monitoring the Company’s management policies
executed by the Board of Directors and advising the
Board of Directors in running the Company, including
the Company’s Long-term Plans (Rencana Jangka
Panjang Perusahaan – RJPP), executing the Company’s
Work and Budget Plans (Rencana Kerja dan Anggaran
Perusahaan – RKAP), the provisions of the Articles of
Association and GMS decision, and applicable rules and
regulations.
2. Advising the Board of Directors in running the Company
to implement GCG consistently, and to have run the
business and act in a highly moral manner in accordance
with the provisions of Articles of Association and
applicable rules and regulations.
In executing its main duties, the Board of Commissioners:
1. Complies with the provisions of the Company’s Articles
of Association, GMS decision, and applicable rules and
regulations;
2. Cares for the interests of the Company and acts in
accordance with the intents and purposes of the
Company, and not for the interests of specific parties or
groups;
3. Has goodwill, integrity, professionalism, care, and
responsibility in implementing the principles of GCG;
and
4. Maintain the confidentiality of the data and/or
information of the Company.
Member Composition and Meeting attendance of the
Board of Commissioners
Until the closing of Annual GMS Financial Year 2016 held on
the 30th of March 2016, there were 6 (six) Members of the
Board of Commissioners of the Company, with composition
as follows:
53PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
the Board of Commissioners of Jasa Marga until the 30th of March 2016
name Position Basis for appointmentShareholder
representation
Refly Harun President Commissioner/ Independent Commissioner
Decree of Annual GMS dated 18th of March 2015 Independent
Akhmad Syakhroza Commissioner Decree of Extraordinary GMS dated 30th of January 2012
Republic of Indonesia
Boediarso Teguh Widodo
Commissioner Decree of Annual GMS dated 11th of March 2013 Republic of Indonesia
Taufik Widjoyono Commissioner Decree of Annual GMS dated 18th of March 2015 Republic of Indonesia
Hambra Commissioner Decree of Annual GMS dated 18th of March 2015 Republic of Indonesia
Sigit Widyawan Independent Commissioner Decree of Annual GMS dated 18th of March 2015 Independent
Based on the Decree of Annual GMS of the Company yang executed on the 30th of March 2016, the composition of Jasa
Marga’s Board of Commissioners is as follows:
Jasa Marga’s Board of Commissioners Based on the Decree of annual GMS dated 30th of March 2016
name Position Basis for appointmentShareholder
representation
Refly Harun President Commissioner/
Keputusan RUPS Tahunan tanggal 18 Maret 2015 Independen
Sigit Widyawan Independent Commissioner
Decree of Annual GMS dated 18th of March 2015 Independent
Boediarso Teguh Widodo Independent Commissioner
Decree of Annual GMS dated 18th of March 2015 Independent
Taufik Widjoyono Commissioner Decree of Annual GMS dated 11th of March 2013 Republic of Indonesia
Muhammad Sapta Murti Commissioner Decree of Annual GMS dated 18th of March 2015 Republic of Indonesia
Agus Suharyono Commissioner Decree of Annual GMS dated 30th of March 2016 Republic of Indonesia
Commissioner Decree of Annual GMS dated 30th of March 2016 Republic of Indonesia
Throughout 2016, the Board of Commissioners executed internal Board of Commissioners’ Meetings 11 (eleven) times.
Meeting attendance of Board of Commissioners in year 2016
name Position
number of Meetings that
Should be attended
number of Meetings actually attended
attendance%
Refly Harun President Commissioner/ Independent Commissioner
14 14 100,0
Boediarso Teguh Widodo Commissioner 14 4 28,57
Taufik Widjoyono Commissioner 14 12 85,71
Muhammad Sapta Murti * Commissioner 10 6 60,00
Agus Suharyono * Commissioner 10 7 70,00
Sigit Widyawan Independent Commissioner 14 13 92,86
Akhmad Syakhroza ** Commissioner 4 4 100,0
Hambra ** Commissioner 4 4 100,0
average 79,64
Note:* Becomes Member of the Jasa Marga’s Board of Commissioners since 30th of March 2016** Becomes Member of the Jasa Marga’s Board of Commissioners until 30th of March 2016
54 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
As support in the execution of monitoring duties, the
Board of Commissioners is assisted by Committees
that are established by, and responsible to, the Board of
Commissioners. These are the Audit Committee and the
Investment and Business Risk Committee.
Change of Member of the Board of Commissioners
In 2016 there was a change of composition of the Company’s
Board of Commissioners. Validation release and appointment
Board of Commissioners executed based on GMS decision
by voting. Based on Summary of Annual GMS No. 38
dated the 30th of March 2016, there was validation of the
release 2 (two) Members of the Board of Commissioners, i.e.
Achmad Syakhroza and Hambra, and the appointment 2 (two)
Members of the Board of Commissioners, i.e. Muhammad
Sapta Murti and Agus Suharyono, submitted by Holders of Bi-
colour A-series Shares according to the Letter of the Minister
of BUMN as Holders of Bi-colour A-series Shares No. S-202/
MBU/03/2015 concerning the Suggestion for the Replacement
of the Company’s Management, after the assessment of
the professionalism and integrity of the relevant Candidate
Members of the Board of Commissioners, with due care for
the interests of Minority Shareholders, to ensure competence
in the monitoring of the Company’s business.
audit Committee
This is the Committee established by the Board of
Commissioners to assist the Board of Commissioners
discharging duty and obligations in reviewing the
effectiveness of the internal control system, effectiveness of
the execution of duty of external and internal auditors, and
in reviewing and approving all information and suggestions
prepared and submitted by other parties, such as Financial
and Non-financial Reports, and Annual Report The Company.
The Company’s Audit Committee is established through a
Decree of the Board of Commissioners. Its membership
comprises of 1 (one) Committee Chairman doubling as member
and 2 (two) Committee Members. In executing its duties, the
Audit Committee is responsible to the Board of Commissioners.
The Company’s Audit Committee is established with a Decree
of the Board of Commissioners. Based on the Decree of
the Company’s Annual GMS for Financial Year 2014 held on
the 18th of March 2015, the Membership composition of the
Audit Committee in 2015 was changed and re-organized with
Decree of the Board of Commissioners No. KEP-066/IV/2015
dated the 24th of April 2015 concerning the Replacement of
Chairman and Appointment as Audit Committee Members of
PT Jasa Marga (Persero) Tbk.
Based on the Decree, Membership of The Company’s Audit
Committee becomes as follows:
Composition of Jasa Marga’s audit Committee Until
March 2016
name Position
Sigit Widyawan Chairman (Independent Commissioner)
agita Widjajanto Member
rustam Wahjudi Member
In relation with the termination of the tenure of Audit
Committee Members, then based on the Decree of the Board
of Commissioners No. KEP-036/III/2016, the composition of
the Membership of the Company’s Audit Committee since
March 2016 is as follows:
Composition of Jasa Marga’s audit Committee since april
2016
name Position
Sigit Widyawan Chairman (Independent Commissioner)
teguh Prastiyo Member
triono Junoasmono Member
The accountability of Audit Committee to the Board of
Commissioners is the accountability of monitoring the
Company’s management in order to execute the principles
of GCG. The duties and responsibilities of the Audit
Committee described in the Audit Committee Charter
validated in the Decree of the Board of Commissioners No.
Kep-0038/III/2013 dated 11th of March 2013 concerning
the Amendment to the Audit Committee Charter of PT Jasa
Marga (Persero) Tbk.
Based on Audit Committee Charter, the duty and
responsibility of the Audit Committee are to assist the Board
of Commissioners in:
1. nsuring the effectiveness of the internal control system
and effectiveness of the execution of duty of external and
internal auditors.
2. Reviewing the execution of activities and the results
of audit to be executed by Internal Audit or external
auditors.
3. Providing recommendations concerning the perfection of
the management control system and its execution.
55PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
4. Ensuring compliance to satisfactory review of the
information issued by the Company, including regular
Financial Reports, financial projections or prognoses, and
other financial information delivered to Shareholders.
5. Ensuring compliance to satisfactory review in executing
Company activities in accordance with the applicable
Standard Operating Procedure.
6. Providing opinion to Board of Commissioners in terms of
reports or other things delivered by the Board of Directors
to Board of Commissioners.
7. Identifying issues that require the attention of the Board
of Commissioners, and executing other duties relating to
the Duties of the Board of Commissioners.
nominations, remunerations, and risk Committee
The establishment of the Nominations, Remunerations, and
Risk Committee (NRRC) of the Company is based on the
Decree of the Company’s Board of Commissioners No. KEP-
063/IV/2015 dated the 20th of April 2015. The appointment
of Nominations, Remunerations, and Risk Committee
members is made through the Decree of the Company’s
Board of Commissioners No. KEP-065/IV/2015 dated the
24th of April 2015.Release of Nominations, Remunerations,
and Risk Committee members can be executed if his/her
Membership tenure ends, and, based on the Decree of the
Board of Commissioners, dismissal may occur because s/
he does not generate performance as stipulated and/or not
competent in discharging his/her duties.
NRRC comprises of 1 (one) Committee Chairman doubling
as member, 1 (one) Vice Committee Chairman doubling as
member, and 2 (two) Committee Members.
Composition of the Membership of the Company’s NRRC is
as follows:
Composition of Jasa Marga’s nrrC Until March 2016
name Position
refly harun Chairman
akhmad Syakhroza Vice Chairman
nasikhin ahsanto Member
Eduard t. Pauner Member
In relation with the ending of the tenure of NRRC members,
then based on the Decree of the Board of Commissioners
No. KEP-040a/IV/2016, the membership composition of the
Company’s NRRC since April 2016 is as follows:
Composition of Jasa Marga’s nrrC since april 2016
name Position
refly harun Chairman
agus Suharyono Vice Chairman
Vera Diyanty Member
abram Elsajaya Barus Member
All members of Jasa Marga’s Nominations, Remunerations,
and Risk Committee have integrity, competence, and good
reputation.
NRRC is responsible to the Board of Commissioners, and
assists the Board of Commissioners in the execution of its
duties so that the Company’s management can run efficiently
and effectively, through a competent and independent
monitoring system and execution.
NRRC’s duties and responsibilities are described in the
Nominations, Remunerations, and Risk Committee Charter.
Based on the Nominations, Remunerations, and Risk
Committee Charter, NRRC’s duties and responsibilities include:
nominating function
1. Giving input to Board of Commissioners in order to
appoint membership/composition of the Positions in the
Board of Directors.
2. Giving input to the Board of Commissioners in order
to draft policies, criteria and/or requirements for the
nomination of Member Candidates for the Board of
Directors.
3. Giving input to Board of Commissioners in monitoring
and evaluating the criteria used Board of Directors to
evaluate the performance of the Members of the Board of
Directors.
4. Assist the Board of Commissioners in monitoring and
evaluating the results of performance assessment each
Director based on the standards made as evaluation
materials.
5. Giving input to Board of Commissioners on the
capacity building program for the Board of Directors,
and monitoring and evaluating the effectiveness of the
program.
6. In executing the above nomination function, the
Committee must:
56 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
a. Draft the Committee Work Manual Nomination.
b. Monitoring and evaluating the policies and criteria
for nominating Candidate Members for the Board of
Directors.
c. Monitoring and evaluating the results of performance
assessment for each Director, and assisting the
evaluation of the performance of the Board of Directors.
d. Monitoring and evaluating the effectiveness of the
execution of capacity building program for each
Director.
remuneration function
1. Giving input to Board of Commissioners in order to
determine structure, policies and amount of remuneration
for the Board of Directors.
2. Giving input to Board of Commissioners in order to determine
the amount of remuneration for the Board of Directors.
3. Assist Board of Commissioners in monitoring and
evaluating the suitability remuneration yang received
with work load and work responsibility of each Board of
Director member.
4. In executing the above Remuneration function , the
Committee must:
a. Draft Committee Work Manual in Remu¬neration.
b. Review structure, policies, and amount of
remuneration for the Board of Directors.
c. Monitor and evaluate the suitability of the
remuneration received with the work load and
responsibility of each Board of Director members.
5. Remuneration structure can take the form of fixed and/or
variable wages, honorarium, incentives, and/or benefits.
6. Review the composition, policies, and amount of
remuneration, with considerations for:
a. The applicable remuneration is suitable with the
business activity and business scale Issuer or similar
Public Company in the industry.
b. The duty, responsibility, Authority of the Board of
Directors.
c. The performance target and level of each member of
the Board of Directors.
d. The balance between fixed and variable benefits.
7. Structure, policies, and amount remuneration must be
evaluated by Committees at least 1 (one) year.
risk function
1. Providing suggestions and input for Board of
Commissioners concerning investment policies and
strategies in the toll and non-toll business road, and for
the purpose of drafting the Company’s Long-term Plans
(RJPP)
2. Deliver the results of review on the realization of the
Company’s investment plans described in the RJPP and
RKAP of the Company to the Board of Commissioners
according to the suggestions, input, and opinion of the
Board of Commissioners to Board of Directors in their
review of RKAP and RJPP.
3. Deliver the results of review on investment plans
submitted by the Board of Directors to Board of
Commissioners, as input material for the Board of
Commissioners in providing suggestions, input, opinion
and approval Board of the Commissioners to Board of
Directors in terms of new investments.
4. Deliver the results of review on the Company’s risk
management, which includes various risks faced by the
Company; the Risk Management system, strategies, and
policies of the Company, internal control of the Company,
including policies, methods, and infrastructures, jointly
with the Risk and Quality Management Division.
5. Deliver the results of review on various models of risk
assessment used by the Company and the execution
Risk Management, as input material for Board of
Commissioners in providing suggestions and opinion to
the Board of Directors for further improvement.
6. Monitor and deliver the results of evaluating the suitability
of various policies and execution of the Company’s
risk management, and various potential risks yang
faced by the Company, as input material for Board of
Commissioners in providing suggestions and opinion
to Board of Directors for review and improve the
various policies and execution of the Company’s risk
management and risk mitigation policies.
7. Preparing data, information, materials, analysis, and
reviews in relation with the execution of investments
and risk management, as materials for the Board of
Commissioners in giving input, suggestions and opinion
to Board of Directors in order to minimize and/or prevent
cost overrun of the Company and improve the efficiency
and effectiveness toll and non-toll road investments.
8. Reviewing the viability and risks of toll and non-toll road
investments, in relation with the suitability of the projected
traffic volume, land acquisition, value engineering, and
the suitability of the technologies and innovations used
as input material for Board of Commissioners in providing
suggestions and opinion to Board of Directors before
making toll and non-toll road investments.
57PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
BOarD Of DIrECtOrS
Board of Directors is the Company’s organ collectively
responsible for running the Company’s management and
executing GCG at all levels or ranks of the organization.
In executing its duties, the Board of Directors is responsible
to GMS. The accountability of the Board of Directors to
GMS is the accountability for management the Company in
accordance with the principles of GCG.
Members of the Board of Directors appointed and released
by a General Meeting of Shareholders (GMS). Such GMS
must be attended by Holders of Bi-colour A-series Shares,
and the GMS decision is approved by the Holders of Bi-
colour A-series Shares.
Delegation of duties and authority for each Member of the
Board of Directors is stipulated based on the Position each
Member of the Board of Directors.
The main duties of the Board of Directors are:
1. Lead and manage the Company in accordance with the
intents and purposes of the Company, and constantly
improves the efficiency and effectiveness of the
Company.
2. Control, maintain, and manage the assets of the
Company.
The Board of Directors refers to the Board of Commissioners
and Board of Directors’ Manual. The Board Manual contains
directions concerning the work procedures of the Board of
Commissioners and the Board of Directors, and explains
the activity stages in a structured and systematic manner
that is easy to understand and execute consistently. It is
the reference for the Board of Commissioners and Board of
Directors in executing their respective duties.
The regulations of the Board Manual relevant to the Board
of Directors are found in Chapter III concerning the Board of
Directors, which regulate the following:
1. Duties of the Board of Directors
2. Obligations of the Board of Directors
3. Authority of the Board of Directors
4. Rights of the Board of Directors
5. Requirements of the Board of Directors
6. Membership of Board of Directors
7. Capability Recognition and Building Program
8. Professional Ethics of the Board of Directors
9. Board of Directors’ Meetings
10. Evaluating Performance Board of Directors
11. Corporate Secretary
12. Internal Audit
Composition of Board of Directors
Composition of and number of the Members of the Board
of Directors are stipulated by GMS with consideration for
the vision, mission, and strategic plan of the Company to
allow effective, correct, and fast decision-making, that can
also be made independently. Validation of the release and
appointment of the Board of Directors is executed based on
GMS decision through voting.
In 2016 there were 2 (two) changes in the composition of the
Board of Directors of the Company.
Change Composition of Board of Directors Based on the
Decree of annual GMS
Until the closing of Annual GMS Financial Year 2016 yang
held on 30th of March 2016, the Company’s Member of the
Board of Directors is as follows:
Composition of Jasa Marga’s Board of Directors until the 30th of March 2016
name Position Basis for appointment
adityawarman President Director Decree of Extraordinary GMS dated the 30th of January 2012
Christantio Prihambodo Director Decree of Annual GMS dated the 18th of March 2015
hasanudin Director Decree of Extraordinary GMS dated the 30th of January 2012
reynaldi hermansjah Director/Independent Director Decree of Extraordinary GMS dated the 30th of January 2012
Muh najib fauzan Director Decree of Extraordinary GMS dated the 30th of January 2012
achiran Pandu Djajanto Director Decree of Annual GMS dated the 18th of March 2015
58 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
Based on the Decree of the Company’s Annual GMS Financial Year 2015 executed on the 30th of March 2016, the composition
of Jasa Marga’s Board of Directors is as follows:
Composition of Jasa Marga’s Board of Directors Based on the Decree of annual GMS on the 30th of March 2016
name Position Basis for appointment
adityawarman President Director Decree of Extraordinary GMS dated 30th of January 2012
Christantio Prihambodo Director Decree of Annual GMS dated 18th of March 2015
hasanudin Director Decree of Extraordinary GMS dated 30th of January 2012
anggiasari Director Decree of Annual GMS dated 30th of March 2016
Muh najib fauzan Director Decree of Extraordinary GMS dated 30th of January 2012
achiran Pandu Djajanto Director Decree of Annual GMS dated 18th of March 2015
The nomenclature for each Member of the Board of Directors other than the President Director are determined based on the
Decree of Jasa Marga’s Board of Directors No. 102/KPTS/2016 dated 23 Mei 2016.
Therefore, the composition of Board of Directors of the Company, and the stipulated nomenclature and duty for each Member
of the Board of Directors, are as follows:
1. Adityawarman as President Director
2. Christantio Prihambodo as Director of Operations
3. Hasanudin as Director of Business Development
4. Anggiasari as Director of Finance
5. Muh. Najib Fauzan as Director HR and General Affairs
6. Achiran Pandu Djajanto as Director of Compliance and Risk Management
As in the Annual GMS dated 30th of March 2016 the GMS did not appoint Anggiasari Hindratmo as Independent Director, the
Board of Directors through Board of Commissioners has delivered a Letter to the Minister of BUMN as Holder of Bi-colour
A-series Shares No. DK 055/V/2016 dated 19 Mei 2016 to request approval for appointing as Independent Director in the
subsequent GMS.
Change of Composition of Board of Directors Based on the Decree of Extraordinary GMS
Based on the Decree of Extraordinary GMS of the Company executed on the 29th of August 2016, the composition of Jasa
Marga’s Board of Directors is as follows:
Composition of Jasa Marga’s Board of Directors Based on the Decree of Extraordinary GMS dated 29 august 2016
name Position Basis for appointment
Desi arryani President Director Decree of Extraordinary GMS dated 29 August 2016
Muh najib fauzan Director of Operations I Decree of Extraordinary GMS dated 30th of January 2012
Subakti Syukur Director of Operations II Decree of Extraordinary GMS dated 29 August 2016
hasanudin Director of Development Decree of Extraordinary GMS dated 30th of January 2012
anggiasari Director of Finance/Independent Director Decree of Annual GMS dated 30th of March 2016
Christantio PrihambodoDirector Human Resources and General Affairs
Decree of Annual GMS dated 18th of March 2015
59PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Meeting attendance of Board of Directors
Throughout 2016, Board of Directors executed the Board of Directors’ Internal Meetings 39 (thirty-nine) times.
tabel Summary attendance Board of Directors in Board of Directors’ Meetings year 2016
no. name Positionnumber of Meetings
that Should be attended
number of Meetings actually attended
Attendance(%)
1 Desi Arryani *** President Director 8 8 100.0
2 Christantio Prihambodo Director HR and General Affairs 39 37 94.9
3 Hasanudin Director of Development 39 38 97.4
4 Anggiasari * Director of Finance/Independent Director
26 25 96.2
5 Muh Najib Fauzan Director of Operations I 39 38 97.4
6 Subakti Syukur *** Director of Operations II 8 8 100.0
7 Adityawarman **** President Director 31 31 100.0
8 Achiran Pandu Djajanto ****
Director of Compliance and Risk Management
31 27 87.1
9 Reynaldi Hermansjah ** Director of Finance/ Independent Director
13 13 100.0
average 97.0
* Becomes Member of Jasa Marga’s Board of Directors since 30th of March 2016** Becomes Member of Jasa Marga’s Board of Directors until 30th of March 2016*** Becomes Member of Jasa Marga’s Board of Directors since 29 August 2016**** Becomes Member of Jasa Marga’s Board of Directors until 29 August 2016
Note:• The Member of the Board of Director was absent from the meeting because s/he was on duty outside of town or was attending an important event /
meeting that cannot be represented.• The difference in the Number of Meetings that Should be Attended is because of the difference in the Tenure as Member of the Board of Directors.
antI-COrrUPtIOn POLICIES anD GratIfICatIOn COntrOL
Jasa Marga is highly committed to prevent and eliminate corruption. It is the form of mutual
awareness that corruption is the initial point of disaster for any corporation, which would only
end up in the destruction of the Company’s business.
The commitment to prevent and eliminate corruption as described in the anti-corruption
and gratification policies, is as described in the Decree of the Board of Directors PT Jasa
Marga (Persero) Tbk. No. 183/KPTS/2014 dated the 22nd of October 2014 concerning the
PT Jasa Marga (Persero) Tbk. Guidelines in Handling Gratification. In order to support the
effectiveness of the execution of anti corruption and gratification control commitments,
the Company runs the gratification control management program in cooperation with
Commission for the Eradication of Corruption (Komisi Pemberantasan Korupsi – KPK).
[G4-DMA]
In 2015, Jasa Marga continued to improve the implementation of Gratification Control
in cooperation with Commission for the Eradication of Corruption (KPK) as shown in the
Gratification Control Program (Program Pengendalian Gratifikasi – PPG) commitment,
specifically by disseminating information concerning gratification in all Head Office and
Branch Office Work Units, and providing several facilities for reporting gratification in the form
of Gratification Reporting internal portal and drop box.
60 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
Dissemination relating to Company policy on the prevention
and control of corruption continues to be increased on
all Jasa Marga Staff through various internal channels or
media, such as: special training relating to the dissemination
Code of Conduct and policies gratification control,
dissemination reporting policies of LHKPN, dissemination
of Whistle-blowing System Manual, general internal training
relating to development Employee competence, internal
communications medias such as magazines (Berita Jalan Tol
and Info Tol), internet Dissemination of anti-corruption and
gratification control policies to external parties (Stakeholders)
is executed through the Company website www.jasamarga.
com, gratification prohibition ads in Mass Media, and
correspondence relating to the prohibition of receiving/giving
all kinds of gifts (gratification). [G4-SO4]
To support the prevention and punishment of the crime
of corruption, Jasa Marga has implemented various GCG
initiatives, whether executed independently or assisted
by independent parties in achieve sustainable corporate
governance.
Implementation Jasa Marga Gratification Control [G4-SO4]1. GCG Dissemination and Internalizing
These are the dissemination of GCG for new Employees,
provision of GCG materials in Toll Road Project Management
Training, dissemination of GCG in various Company media, and
participating in exhibitions relating to GCG executed by KPK (e.g.
Hari Anti Korupsi – Anti-corruption Day).
2. Implementation of Gratification Control
Continuing cooperation with KPK as commitment to the
Gratification Control Program in 2013, Jasa Marga implements
gratification control according to the commitment schedule
submitted to KPK in 2015 as follows:
a. Dissemination of gratification executed in Head Office and all
Branch Office
b. Provision of Drop Box for reporting of receipt of gratification in
Head Office and all Branch Office.
c. Provision of GCG Internal Portal, including for reporting the
receipt of gratification and dissemination of information on
gratification to Jasa Marga Staff.
d. Circular on the Prohibition of Gratification for internal parties of
the Company and gratification prohibition ads in print media and
the Company’s website.
e. Reporting the receipt of gratification in religious holidays.
Whistleblowing System
The Company is committed to ensure that business
management is executed carefully and based on the
principles of Good Corporate Governance (GCG), and
it continues to perfect the GCG practices that it has
applied so far.
In line with the Company’s commitment on prevention
and control of corruption gratification, Jasa Marga has
also created a forum or facility for preventing any action of
Jasa Marga Staff that can be indicated to violate internal
regulations or rules and regulations. The means for reporting
violation are described in the Decree of the Board of
Directors PT Jasa Marga (Persero) Tbk. No. 09/KPTS/2013
dated the 16th of January 2013 concerning Whistleblowing
System Manual of PT Jasa Marga (Persero) Tbk.
The Whistleblowing System is a system that manages
complaints/exposures concerning violations against the
law and unethical or improper actions in a confidential,
anonymous, and independent manner. It is used to optimize
the role and participation of Jasa Marga Staff and other
parties in exposing violations that occur in the environs of the
Company.
61PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
To ensure the effectiveness of the system, Whistleblowing System management is executed in cooperation with an
independent and experienced external party. The Whistleblowing Management System evaluates the management
of the Whistleblowing System in the Company. This is meant to ensure the confidentiality and security of the identity
of the person reporting suspected violations. Using the Whistleblowing System, the Company also provides space
for all parties, whether internal of the Company or external (Stakeholders) to contribute in preventing and reducing
violations that damage the interests of all parties.
In order to strengthen GCG implementation, the Company actively disseminates information on the Whistleblowing
System, Commitment to Integrity Pact, and Gratification Control Program.
Deloitte Contact Centre responds if Reporting Person asks for the status of follow-up actions to his/her report
MEanS Of rEPOrtInG
@
Deloitte Analysis
asking about relevant issues to Reporting
Person
Deloitte will provide an unique reference number to Reporting
Person
Deloitteinvestigator reviews call logs, makes
exposure report and
recommen¬ded follow-up action
Report published in
e-Room, and an announce¬ment
e-mail will be sent to all members of Jasa Marga WBS
Management Team
WBS Management
Team will respond to the case and follow it up to
Deloitte
DeloitteContact Centre
responds to Reporting
Person based on reference number
rISK ManaGEMEnt
The Company’s business includes the management of toll
roads business. Because it is a major investment with long-
term returns and high uncertainty during the construction
and operation periods, the Company realizes that the toll
road management business is inseparable from possible
risks, which would require professional risk management.
The main function of risk management is to identify all key
risks, measure these risks, and manage the risk management
system.
Jasa Marga defines ‘risk’ as ‘possible loss to the Company
caused by internal or external factors with negative
potentials in the achievement of the Company’s purposes’.
The purpose of the Company in managing financial risk is
to achieve proper balance between risk and return levels,
and to minimize the potential decrease of the Company’s
performance level, whether financial or operational.
According to the nature of its business, Jasa Marga cares a
lot about the main risks, which are divided into the following
4 categories: 1) Development Risk; 2) Operational Risk; 3)
Financial Risk; 4) Human Resource and Miscellaneous Risk.
Since 2007, Jasa Marga has set a Risk Management System
based on the AS/NZS 4360:1999 standard as stipulated in
the Decree of the Board of Directors No. 139/KPTS/2007
concerning the Risk Management Manual. Thereafter, with
the issuance of ISO 31000:2009 on the 31st of October
2009, Jasa Marga made a management review to adjust the
62 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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Risk Management Manual with new standards oriented to
Enterprise Risk Management (ERM) by issuing the Decree
of the Board of Directors Jasa Marga No. 129.2/KPTS/2010
concerning Risk Management Policies and Risk Management
Manual in the Environs of PT Jasa Marga (Persero) Tbk.
To support the effectiveness of risk management, Jasa Marga
organizes several procedures such as:
a) Risk Management Procedure (PK/PR/01-BMMR);
b) RPR and PPR Creation Procedure (PK/PR/02-BMMR);
c) Monitoring the Execution of Protective Action Procedure
(PK/ PR/03-BMMR);
d) Company Risk Profile Drafting Procedure (PK/PR/04-
BMMR);
e) Documentation and Reporting Procedure (PK/PR/05-
BMMR);
f) Evaluation of Risk Occurrence Procedure (PK/PR/06-
BMMR); and
g) Risk Register Creation Procedure (PK/PR/07-BMMR).
Initiatives to ensure risk management are run in a systematic,
integrated, and quality manner. Jasa Marga organizes a Risk
Management System Development Road Map as guidance
for all lines of the organization and to ensure the achievement
of long-term development purposes. According to the
implementation of risk management and the principle of
prudence, in 2015 Jasa Marga was not imposed with either
monetary or non-monetary fine. [G4-SO8]
thE COMPanY’S CODE Of EthICS anD CULtUrE
Code of Ethics [G4-56]Good relations with Stakeholders and improvement of
long-term Shareholder value can only be achieved through
business integrity in all business activities of the Company.
Therefore, Jasa Marga has formulated various policies
relating to the ethics of the Company in business interactions
and actions. Jasa Marga provides the best ethics standard
in running all of its business activities according to its Vision,
Mission, and Culture by implementing Business Ethics and
Work Ethics.
The Company already has a Code of Conduct that includes
Business Ethics and Work Ethics since 2010 as basis in
executing the duties of all ranks of Jasa Marga Management
and Staff. As a form of the Company’s commitment
in improving the quality of GCG implementation, Jasa
Marga has revised and updated the Code of Conduct
Manual through Decree of the Board of Directors No. 175/
KPTS/2013 dated the 17th of December 2013 concerning
Code of Conduct.
The Code of Conduct is the reference for all Company
Staff, starting from the Board of Commissioners, Board of
Directors and all Employees in working and interacting with
all Stakeholders of the Company. Consistent execution of
the Company’s main values and Code of Conduct by all Jasa
Marga Staff, wherever they might be located and working,
would support the implementation of Good Corporate
Governance, which in the end will improve the Company’s
corporate image for all of its Stakeholders.
The Code of Conduct is published and/or distributed to all of
the Company’s Staff through the various media possessed
by the Company, including through information technology
that can be easily accessed by all Employees at all times.
Periodically, all of the Company’s Staff are informed on
the execution of Business Ethics through Memos and/or
Circulars from the Board of Directors.
Media for dissemination and publication of the Code of
Conduct include:
- Website and internal portal
- Pocket books
- Banners
- Bulletins
- Statement of Commitment that are jointly signed,
multiplied, framed, and distributed to all Work Units and
Branches
- Jingles
- Newspaper ads
All Jasa Marga Staff have signed Integrity Pact as the form
of commitment to GCG in operating the Company. The
percent¬age of Jasa Marga Staff signing the Commitment to
the Code of Conduct is 100%.
Efforts to uphold the Code of Conduct in relation with the
Company’s Stakeholders are as follows:
63PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
PrInCIPLES Of GOOD COrPOratE GOVErnanCE (GCG)
Transparency, Accountability, Responsibility, Independence, Fairness.
CODE Of COnDUCt
Based on Decree of the Board of Directors No. 175/KPTS/2013 dated the 17th of December 2013 concerning Code of Conduct.
EthICSMoral values and norms that become the reference for a person or group in regulating their behaviour.
BUSInESS EthICSWORKETHICS/CONDUCTREQUIREMENTSFOR
JaSa MarGa StaffGood ways to perform business activities that includes all aspects relating to the individual, the Company, the industry, and also the community. All in all, it includes how we run the business fairly, according to applicable laws, and not depending on the position of the individual or the Company in the community.
A system of values or norms held by all Management and Employee in executing their duties, including the ethics of relations between the Employee and the Company.
1. Compliance with Rules and Regulations.
2. Handling of Gratification.3. Concern for Work Health and
Security.4. Provision of Equal Opportunity to
Employee to obtain Employment, Promotion, and Dismissal.
5. Ethical Standards when Relating with Stakeholders:a. Relations with Jasa Marga Staff.b. Relations with the Government.c. Relations with Shareholders.d. Relations with Toll Road Users
and Other Customers.e. Relations with Business
Part¬ners.
f. Relations with Competitors.g. Relations with Creditors /
Investor.h. Relations with Supplier/Con-
tractor.i. Relations with the
Surrounding Community and Environs.
j. Relations with Mass Media.k. Relations with Subsidiary.
6. Ethical Standards of Management and Employee:a. Behaviour as Superior
towards Subordinate.b. Behaviour as Subordinate
towards Superior.c. Behaviour as Colleagues.
7. Intellectual Property Rights.
1. Commitment of Jasa Marga Staff.2. Maintaining the Company’s Repu-tation.3. Maintaining Good Relations among Jasa Marga
Staff.4. Maintaining the Company’s Confi-dentiality.5. Maintaining and Using the Com¬pany’s Assets.6. Maintaining Work Health, Security, and Environs.7. Immoral Behaviour, Narcotics, Illegal Drugs,
Gambling, and Smo¬king.8. Recording Company Data and Making Reports.9. Avoiding Personal Conflicts of Interest (Insider
Trading).10. Handling of Gratification.11. Not Using One’s Position for Personal Interest
(Conflict of Interest).12. Political Activities.
Corporate Culture
Good Corporate Governance will succeed if supported by
strong Corporate Culture. This because Corporate Culture
is the entire value, culture, and philosophy agreed upon
and believed by all ranks of the Company’s Employees and
Management as the basis and reference for Jasa Marga to
achieve the purpose for establishing the Company.
Corporate culture internalizing approach is executed through
intervention in 3 aspects, i.e. leadership, system, and
Employees. With this approach, other than having corporate
culture written in Jasa Marga’s policies and procedure, it
also becomes a discipline (soft skill) practiced by the Board
of Commissioners, Board of Directors and Employee when
executing daily work.
The Company develops Corporate Culture through Jasa
Marga’s value and culture organized in order for all Employee
may actualize behaviour based on the following values:
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President Director Report
2015 Overview on Sustainability Performance
Value and Culture Definition Explanation
J JUJUr
Jasa Marga is always JUJUR (HONEST), Fair, Transparent, and Free from Conflict of Interest in running its business.
honest:The spirit of integrity from the heart, not just to follow the rules.
fair:Upholding equality and fairness.
transparent and free from Conflicts of Interest:Independent and objective.
S SIGaP
Jasa Marga is SIGAP (QUICK) to serve its customers and other Stakeholders by being caring, proactive, yet remaining prudent.
Quick Service:Acting with high spirit in serving.
Caring:Providing empathetic attention.
Proactive yet remaining Prudent: Preparing future actions with due consideration of risks.
M MUMPUnI
Jasa Marga is MUMPUNI (SKILLED) in doing its work, which is based on competence, consistency, and innovation.
Competence:Having the willingness and ability to execute the work.
Consistency:Daring to act and become a role model.
Innovation:Developing ideas for continuous improvement.
r rESPEK
Jasa Marga RESPEK (RESPECTS) Stakeholders and synergize with them to achieve.
respect:Respecting other parties in proportion.
Synergy to achieve:Respecting group cooperation and managing diversity in order to provide added value.
Dispersion and dissemination of values and culture is
executed through internal and external sites of the Company,
presenting slides on the value and culture in all trainings or
meetings, and installing banners in strategic spots in the
Company. Initiatives executed by the Company relating
to the dissemination of the Company’s value and culture
(Corporate Culture) are:
1. The obligation to list the value and culture of the
Company in documents for the procurement of goods/
services in the environs of the Company and during
aanwijzing (briefings).
2. Evaluation of the Company’s Vision, Mission, value, and
culture in all Work Units and Branch. Evaluation includes
evaluation of the understanding of the Company’s Vision,
Mission, value, and culture and evaluation on the level
of effectiveness of the dissemination of the Company’s
Vision, Mission, value, and culture.
65PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Bawen-Salatiga Toll Road
StaKEhOLDEr ManaGEMEnt
Jasa Marga realizes the existence of Stakeholders as parties
that both affect and are affected by the achievement of the
Company’s purposes, and who have different expectations
and interests in each field of operations. The Company
expects these positive interactions and relations to provide
mutual benefit between the Company and Stakeholders and
support its long-term business success.
Therefore, Jasa Marga organizes the framework of
Stakeholders relations and involvement in Company
management. The Company identifies the various
Stakeholders and groups them into 8 Stakeholder groups,
i.e.:
1. Shareholders,
2. Creditors,
3. The Government, whether Central or Regional, including
4. Employees,
5. Customers/Toll Road Users,
6. Competitors,
7. Business Partners/Suppliers/Contractor,
8. Communities and their institutions,
9. Mass Media.
Stakeholder identification analysis was made using the
focus group discussion (FGD) method, in-depth interview,
observations, and documentary study to analyze the power,
impact, legitimacy, issues, and depth of the interest level of
Stakeholders to the Company. The analysis units used are
institutions or groups defined as ‘Stakeholders’.
Jasa Marga continuously and sustainably maintains relations
with its Stakeholders, which include the internal and external
Stakeholders of the Company. This is in order to ensure
that the Company can find out the latest expectations and
interests of these Stakeholders, then harmonizes its work
programs according to actual dynamics.
From the interactions with these various Stakeholders, Jasa
Marga then realizes the patterns of relations and guidance
with each interest group according to relevant topics.
Guidance patterns and frequency are adjusted according
to the characteristics of each Stakeholder. The patterns of
relations and guidance are presented in the following table:
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2015 Overview on Sustainability Performance
relations and Guidance with Stakeholders [G4-24][G4-25][G4-26][G4-27]
StakeholdersBase for
IdentificationMain topic Stakeholder Expectations Interaction approach
Customers Dependence • Customer Complaint Ma-nagement
• Customer Service Centre
1. Maintained quality of toll roads.2. Facilities and security for toll road usage.3. Quick rescue in case of accidents.4. Service beyond expec-tations.
• Provision of traffic infor-mation to Customers.
• Realization of regular road repair and main¬tenance program.
• Service access facility to Customers; and
• Customer Meet.
Shareholders and investor
Responsibility, Impact
• Performance accoun¬tability of the Company for a year
• Performance Report of the Company’s operational, financial, and social condition
1. Maintaining and impro¬ving investment value by improving the perfor¬mance of the Company.
2. Satisfying Shareholders’ rights, whether majority or minority.
3. Transparency of infor-mation for substantial issues and clarity of business development directions
5. Respect of the rights of Shareholders according to the Law, Company Regulations, and Articles of Association/Memoran-dum of Association.
• RUPS• Investor road shows• Investor gathering• Project visit• Public Expose
the Government/regulator
Impact • Payment of the Company’s obligations to the Nation
• Discussion and input relating to the Company’s program and action plan
1. Harmonious and cons-tructive relations with regulator.
2. Jasa Marga and all of its Employees comply with and obey laws and regulations,
3. Positive contribution to the local community.
4. Satisfaction of LKHPN provisions.5. Satisfaction of regular reports to regulator,
including to BPJT (Badan Pengatur Jalan Tol - BPJT)
• Bipartite meetings, whe¬ther with central or region¬al Government.
• Opinion Hearing with DPR• Work Visits to Project Lo-cation• Satisfaction of the obli¬gation
to pay taxes, retributions, and other non-tax income of the State (penerimaan negara bukan pajak – PNBP) according to rules and regulations.
Employees Dependence • Work agreement between Company Management and Employees
• Resolution of employment problems
• Opportunity to improve competence and career
1. Clarity of rights and obli-gations.2. Provision of remuneration packages
according to performance.3. Equality in terms of career paths and
remu¬nerations.4. Ensured work security, health, and safety.5. Comfort of work environs
• Drafting and validation of Joint Work Agreement (Perjanjian Kerja Bersama – PKB) through dialogues with Employee Union.
• Routine meetings between Employees and the Mana-gement of the Com¬pany as a forum of direct dialogue.
• Development of Employee competencies and preparation of professional management/leaders of the Company.
• Implementation of perfor-mance-based HR ma¬na-gement system and incen-tive system
WorkPartner/Contractor (Vendor)
Impact • Procurement goods and services according to the Company’s needs
• Performance of Work Partner
1. Fair and transparent procurement process2. Objective selection and evaluation in
determining the winner of construction service/supply of goods contract
3. Accurate and simple pro-curement administrative procedures
4. Timely settlement of product and service pay-ments.
5. Mutually beneficial growth.
• Open and transparent execution of tender pro¬cess.
• Monitoring and evaluation of vendor work contract by making regular assess-ments.
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Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
StakeholdersBase for
IdentificationMain topic Stakeholder Expectations Interaction approach
Creditor Responsibility Provision of information and accountability for the execution of construction projects/management of facilities belonging to Jasa Marga.
1. Clarity of development plans.2. Timely payment of obli-gations.3. Transparency of opera-tional and financial
conditions.4. Update information on the condition of
new lane construction.
• Site Visit: direct visit of Creditors to construction project sites or facilities managed by Jasa Marga.
• Non-deal Road Show: visit of the Company’s Management to meeting forums with existing Cre-ditors’ Fund Manager or candidate investors.
• Conference-call, dialogue, or communication via telephone/multimedia with investor according to need.
Communities/ Independent Agencies
Responsibility, Impact
• Empowering community economy.
• Improving community qua¬lity of life.
1. Maintenance of good and harmonious rela¬tions.
2. Minimized impact of road lane construction to the environment.
3. Participation in environ-men¬tal preservation acti-vities.
4. Execution of re-vegetation and refores¬tation programs.
5. Positive contributions to the economic, social, and environmental lives of the local community.
• Execution of public con¬sult-ing and social map¬ping.
• Dissemination of CSR plans and coordination of the execution of the Company’s CSR.
Mass Media Impact Constructive relations that mutually benefit the needs of news sources with Jasa Marga as the party in need of media.
1. Accuracy of news ob¬jects.2. Timely delivery of the latest information
and news.3. Transparency of opera-tional and financial
con-dition.
• Preparing press release, publication of news about success or realization of a work plan to Mass Media without direct meeting.
• Media Visit, Media Ga-thering & Press confe¬rence, and direct delivery of news, with a question and answer session.
Competitors Impact Healthy competition during concession tender process.
1. Honesty and fairness in execution tender of toll road lanes.
2. Smooth traffic in Jasa Marga toll roads that are integrated with toll roads belonging to others.
• Common forum.• Involvement in associa¬tions and
institutions.
Supply Chain [G4-12]Suppliers as partners that support the Company in providing
supply chain for sustainability of business activities. Supply
chain management is something of importance for the
Company, given the existence of a significant relationship
between the image and reputation of the Company with the
performance of a particular supplier. Related to the above,
Jasa Marga is doing the selection related to environmental
issues, human rights and compliance with labor regulations.
[G4-DMA]
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Certain suppliers are of special concern with strict selection
criteria using the environment, labor and human rights, in
addition to the legality of the documents the Company such
as: Rest Area operator, crane, Security, Cleaning Service,
collectors and drivers. These selection needs to be done to
maintain the image and reputation of the Company because
of the practice they did has an impact on the company
image. [G4-LA14]
Jasa Marga has set specific policies related to the supply
chain that have risks to the Company’s reputation. Specific
policies for the supply chain are their appraisal / periodic
assessments of the performance of the suppliers in the
aspects of the environment, respect for human rights,
compliance with laws and regulations in the field of
employment. However, Jasa Marga continues to ensure
and guarantee that every supplier is treated fairly and
transparently. [G4-12][G4-HR10]
asa Marga is committed to serving its customers and other
stakeholders beyond expectation by caring and being
proactive and still emphasizes prudence. To maintain the
continuity of the Company’s business from potential business
risks, the supervision of Risk Management of the Company is
based on ISO-31000 standard and Internal Audit. In addition
to these, Jasa Marga has applied the basic standards that
apply in the toll road business to monitor and measure the
performance of the Company, based on the standards of ISO
9001, OSHAS-18001, GRI, IFRS, and KPKU. Furthermore,in
order to build synergies and strengthen the position of Jasa
Marga as organizational entities that have an important role in
community development, the Company is actively involved in
various organizations associations, among others: Indonesian
Toll Road Association, HPJI, Chamber of Commerce, REAAA,
and AEI. [G4-14][G4-15][G4-16]
69PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
innoVation in eConomiC GRoWtH
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Company Profile
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President Director Report
2015 Overview on Sustainability Performance
Kaligawe industrial area at Semarang-Solo Toll Road
71PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
InnOVatIOn In ECOnOMIC DEVELOPMEnt
The Company has made various efforts to continue the
transformation in order to improve competitiveness and
strengthen Jasa Marga’s position in the toll roads industry
in the future. By the end of 2016, the Company managed
to retain its position as a leader in the toll road industry by
controlling 61% in the market share from all of the total
length of highways in operation in Indonesia. [G4-8]
Along with this, the Company continued to improve the
quality of performance of the operation of toll roads, as
well as diversification of non-toll business that support the
development and operation of toll roads. The company also
carried out a transformation in the areas of organization and
management of human resources and transformation in the
field of information technology to improve efficiency and
productivity.
aChIEVEMEnt Of ECOnOMIC PErfOrManCE
It’s the Company’s commitment to continue to maintain Jasa
Marga’s position as a leader in toll road industry in Indonesia
by presenting a toll road management with increasingly better
quality. This is evidenced by the achievement of operational
performance that show improvement as expected by the
Company. [G4-DMA]
In 2015, the Company managed to add three toll road
concession rights with the acquisition of Solo-Ngawi, Ngawi
Kertosono, and Cinere-Serpong Toll Roads. With the addition
of three toll roads, then the Company has the concession
rights for toll roads with a length of 987 km in total, and 590
km of toll road in operation.
Along with the successful achievement of operational
performance improvement, the Company is required to
provide the best service in the operation of toll roads.
Improved service to road users is realized by establishing
PT Jasa Layanan Operasi that engages in the operation
business of both the toll road owned by the Company or
any other Toll Road Enterprises. In addition, the Company
continues to provide the best service for toll road users
by operating the toll roads efficiently, safe and keeping its
quality by continuously adding Automatic Toll Booth (GTO),
Traffic Information Signs(VMS), CCTV and fulfillment of
minimum service standards (SPM).
On the financial performance, the Company recorded the
Operating Revenue amounted to Rp 16.661 billion, increased
69.18% compared to the achievement of operating revenues
in 2015 which amounted to Rp 9.848 billion.
The net profit reached Rp 1.889 billion, grewed 28.8% over
the previous year net profit of Rp 1.466 billion. Efforts being
made to develop the Company are proved to be positive as
seen from the Company’s assets that amounted to Rp36,724
billion, growing by 15.17% compared to assets in 2014 which
amounted to Rp31,857.95 billion.
buSineSS ReVenue (in Rp trillion)
2015
9.85
10.7
32016
InnOVatIOn In ECOnOMIC PErfOrManCE
a. Increased People Economic Value
The presence of the highway provides indirect positive
impact that can be received and perceived by the public.
The positive impact such as increased economic value
and social welfare.
The presence of a highway in a region become a feature
of economic development in the region. It serves as a
supporting infrastructure in the acceleration of logistics
and service distribution, toll roads will also accelerate
growth in a region.
However, the presence of toll roads for the communities
around the toll road can be a challenge of change,
not a few people looked at the highway as a source
of pollution, a barrier between the areaa which were
previously accessible, etc.
Therefore it requires approaches and sosialization
to the public about the presence of the toll roads for
them, as a result while building highways beside the
required preparation of Environmental Impact Analysis
(EIA), socialization to the community around projects or
highways is also necessary. As the company did in the
development of Manado-Bitung toll roads, Jasa Marga
performed various CSR activities as well as socializing
to all elements of society to support the smoothness in
building toll roads.
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Various activities that have been done such as; provide
assistance and infrastructure development for the
neighbourhood around the highways plan, and some other
different activities.
a. FinancialAspect:rightissue/bond
Building toll roads require huge costs. In order for the
construction of new toll roads able to run smoothly
without disturbing the cashflow of the company, the
company conducted a variety of financial engineering,
among them is conducting right issue.
Right Issue which is undertaken in this 2016 is intended
to obtain fresh funds in addition to government aid, which
will be used to build new toll roads.
Distribution of Economic Value
As one of the companies that manage public services,
especially in the management of toll roads business, the
Company is required to provide the best services.
In providing the best services to meet the interests of
highway users (stakeholders), the Company is sometimes
faced with several problems and obstacles such as land
acquisition process, climate change which will lead to
flooding and road congestion, especially in Jakarta. This is
certainly quite an impact on the achievement of both toll
revenues and financial performance of the Company. To
overcome these constraints, the Company continued to
make initiative of solutions both internally and cooperating
with other parties.
In the midst of the resolution of those constraints, Jasa
Marga keeps providing economic value distributed to
stakeholders. This is a significant aspect for the Company
and was a clear evidence of the commitment of Jasa Marga
in providing added value for all stakeholders.
retained & Distributed Economic Value [G4-EC1]
no Descriptionamount Per 31 December (in rp billion)
2015 2016
I DIrECt ECOnOMIC VaLUEToll Roads and Other Business Revenue 7.630,68 8.832,35Construction Revenue 2.217,56 7.829,05total revenue of Direct Economic Value 9.848,24 16.661,40
II ECOnOMIC VaLUE DIStrIBUtIOnPayment To Suppliers 1.649,71 1.926,85Payment To Employees 1.585,76 1.928,88Payment of Joint Operation Expenses 294,22 170,93Payment of Overlay Fees (Operations) 289,33 249,75Payment of Tax 1.015,08 1.168,70Payment of Interest 993,23 1.410,26Payment of Dividend 491,20 293,27Total of Economic Value Distribution 6.318,53 7.148,64
III rEtaInED ECOnOMIC VaLUE 3.529,71 9.512,76
Contribution to the State
As one of the SOEs, a form of a direct contribution to the state including the Non-Tax Revenue (PNPB) and various types of
taxes in accordance with legislation. Tax payments have been fulfilled to the state treasury for 2016 reached Rp 1,168.70
billion, an increase of 44.58% compared to the payment of taxes in 2015 which amounted to Rp 1,015.08 billion.
In addition to the payment, direct financial contributions directly paid to state is the dividend. This is because the Government
of Indonesia is the major shareholder with 70% ownership composition. In accordance with the RUPS’ decision on the use of
profit of fiscal year 2015 and 2014, respectively the dividend distribution were Rp 293.27 billion and Rp 491.20 billion. As for
the dividend payments to the state for profit of financial year 2015 and 2014 were Rp 293.27 billion and Rp 491.20 billion.
Thus, the overall number of Jasa Marga contribution to the state that was paid in 2016 amounted to Rp 1,461.97 billion,
or 97.06% of the company’s contribution to the country in 2015 amounted to Rp1,239.20 billion. In realizing all operational
activities as in previous years, Jasa Marga does not receive direct aid from the state.
73PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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innoVation FoRCuStomeR SatiSFaCtion
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75PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
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Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
InnOVatIOn fOr CUStOMEr SatISfaCtIOn
Prioritize Customer Satisfaction
The Company puts customer satisfaction as a fundamental
and important aspect. Safety, comfort and smoothness on the
toll roads for toll roads users is the Company’s commitment to
achieve customer satisfaction..
Jasa Marga continues to make efforts to meet customer
expectations as one of the stakeholders who have a major
role in ensuring the sustainability of the business, through
improving the quality of service and ease of access to
information, quality care of the highway, settlement of all
customer complaints and implementation of customer
satisfaction surveys. Safety, comfort and smoothness on the
toll road for toll road users is an important concern as well as
the Company’s commitment to achieve customer satisfaction.
The Company’s main priority in providing the best service to
customers is summarized in the strategic steps as follows:
1. Increase the speed of the transaction in order to reduce
queues at toll gates.
2. Streamlining traffic through service capacity
improvement and the provision of traffic information in
real time in order to reduce travel disruptions.
3. Improving the quality of construction of roads, bridges
and buildings for operational complement.
Management Policy on road User Safety
Jasa Marga as a company that focuses on toll road industry,
has had a minimum service standards (SPM) established
by Regulation of the Minister of Public Works No. 16/
PRT/M/2014 dated on October 17, 2014 on Minimum Service
Standards to be achieved by Toll Road Enterprises in order to
improve services to users of the toll roads..
To meet the SPM and provide comfort and safety to the
toll road users (customers), The Company issued a policy
through a decision of the Board of Directors of PT Jasa
Marga (Persero) Tbk. namely Circular Letter No. 14 / SE-DIR
/ 2015 dated May 21, 2015 on Guidelines for Compliance
Measurement of Toll Road Minimum Service Standards (SPM)
and Policy of Board of Directors No.111/KPTS/2011 dated
June 24, 2011 on Guidelines for Excellence Service in PT
Jasa Marga (Persero) Tbk Environment. [G4-DMA]
In order to improve the service to toll road users as
customers and for the fulfillment of the SPM, the Company
launched the following initiatives:
Service Strategy & Implementation 20166
Service Strategy Implementation
Improving the accuracy of toll revenues in order to achieve zero loss by enhancing the security system of toll revenue which is conducted in stages with priority in branches that have high volume of traffic and substituting toll equipments that are older than 5 years.
1. Increasing GTO Entrances, Exit Boothes and GTO E-Toll
2. Installing CCTV, RTMS, TCT, ALB, magazine train inside the boothes
3. Adding toll equipments
Creating smooth, safe and comfortable toll roads through modernization of operational technology with application of technology on toll road sections with high traffic volume and improve traffic information service center and easily accessible complaints and always real time.
1. Provision of operational technology (CCTV, VMS, RTMS, Optic Fiber)
2. Provision of operasional supporting equipments (communication radio, speed gun, retroelectometer, moving roller, fire extinguishers)
3. Repainting road markings for GTO special lanes and procurement of GTO portal installation
4. Zero Potholes and preventive maintenance
5. Scrapping-Filling-Overlay (SFO) Program preferably in locations with load repetition and or the extent of critical damage (road conditions)
6. Prioritizing capacity building program on toll roads with v/c ratio approaching 0.8 based on PPJT
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Service Strategy Implementation
7. Modernization of the use of appropriate and innovative operational technology with the use of materials with high economic value to support the efficiency and effectiveness of maintenance and ensure availability of the function and means of supporting / complementary for toll roads in order to maintain security and safety in accordance with the terms of the SPM corridor
8. Toll Roads Aesthetic Enhancement Program
9. Responsive to the efforts of conservation of nature through highway reforestation in order to support the reduction of carbon emissions and the use of green technology and green construction
Overload Vehicle Operations
In addition to improving the service quality of the toll road,
the Company executes an integrated operation called
Overloaded Vehicles Control in collaboration with the
Department of Transportation and the Police. Overload
vehicles are netted on the operations performed by each
branch with various time (5-7 days).
The objective of this operation was to create a culture of
orderly traffic, to ensure the toll roads smooth, safe and
comfortable for the riders. Overloaded heavy vehicles
become the target of the operation, because the vehicle often
cause damaging impact to the pavement and also hampering
the traffic because it runs with underspeed velocity.
Overload Vehicle Data (in units)
no Branch Descriptionnumber of Vehicles (Overload)
2015 20161. Surabaya Gempol 20 329
2. Cawang Tomang Cengkareng - 98
3. Cabang Jagorawi 248 280
4. Cabang Palikanci 104 2555. Cabang Jakarta-Cikampek 451 472
6 Purbaleunyi 159 437 Semarang 83 103
8 Belmera 1 19 Jakarta Tangerang 217 -
ZeroPothole(SmoothRoadsWithoutHole)
In serving the road users, Jasa Marga always make sure the highways are in good shape and comfortable to pass on. Various
executed construction service programs such as zero pothole (no holes), scrapping filling and overlay; routine maintenance
carried out by Jasa Marga to maintain the condition of the road always in a state of high performance. Moreover, the widening or
capacity expansion are implemented to keep the travel speed of road users is maintained.
Jasa Marga ensures in the operation of the toll road to always meet minimum service standards (SPM), which includes substance
services such as the condion of toll roads, average travel speed, accessibility, mobility, safety and rescue unit and relief services.
Based on the study of the Company, the holes that appeared on the highway are not only because of the high rainfall, but also
supported by other factors such as toll road equipment old age and the load of vehicles passing over the set maximum limit; over
10 tons, so it is not compatible with the current use of roads which were built only for vehicles under 10 tons.
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The Company and its subsidiaries continue to develop and
innovate in solving problems of the hole on the highway as
the slogan “Zero Pothole”. Since 2015, the Company has
been closing the holes with methods of Cold Mix asphalt and
Hot Mix asphalt. This method is used in accordance with the
ho;es conditions which were found and also road conditions.
Safety assurance for road Users
The Company continues to maintain the quality of the roads
in order to maintain the comfort, safety and smoothness on
the toll roads and at the same time guarantee the safety of
toll road users. Below are of the initiatives undertaken by the
Company among others:
1. Scrapping filling Overlay (SfO)
Scrapping Filling Overlay (SFO) is a highway maintenance
activity which is done to keep the asphalt of toll road
remains at good condition. In 2016, the Company has
conducted SFO to maintain the quality of the toll roads
scattered across all lanes managed by the Company.
SFO fund for toll roads in 2016 was Rp 292.75 billion.
2015
299.
19
292.
75
2016
toll RoaD peRioDiC maintenanCe FunD (SFo)(in Rp billion)
2. toll road Lighting
In 2016, electronic equipments of toll roads in the form of
toll road lighting encompasses 13,631 locations of PJU
lamps with LED lights usage as many as 5,768 locations.
3. Gates Capacity Improvement
Improvement of services to meet the needs of traffic
volume service continues to increase. The improvement
of services focused on the modernization of the operating
system and capacity of the gates. Modernization is done
by continuing to add Automatic Toll Gates (GTO) and
improve the access to traffic information services in real
time.
Information access and toll road Service
In order to increase the toll road users’ satisfaction, the
Company continues to develop and refine the system of
information services, transaction and construction. Related
to service-related information, the Company improved its
full range of services to facilitate access to information for
highway users.
Jasa Marga provides access for customers who filed a
complaint for a discrepancy between the standard of product
information service and standard of customer’s wishes
through the Jasa Marga Traffic Information Center (JMTIC).
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Jasa Marga traffic Information Center (JMTIC)
Butuh Informasi Jalan tol?
JaSaMarGa traffIC InfOrMatIOn CEntEr
www.jasamarga.com
As a means of providing product information services that
support the security for customers, Jasa Marga has an
information center, namely Jasa Marga Traffic Information
Center (JMTIC) which is a medium of communication for
the users of the highway. JMTIC will take note and follow up
questions and complaints of road users.
Product information services provided through JMTIC are
accessible to the public, especially road users through four
channels of media including:
1. Website: www.jasamarga.com
As a public company, the Company is required to appear
with continually increasing positive image. Besides, the
demands of information openness of the company that
is fast, precise and accurate is one of the characteristics
of public company. To achieve this, the Company already
has online media and information socializing that support
the company’s communication strategy, that is www.
jasamarga.com.
2. Social Media: twitter @PtJaSaMarGa
With the increasing need for toll road users on the
updated current traffic conditions and to improve
services to users of the toll roads, in addition to providing
Call Center Services, JMTIC also provides access to toll
road users through twitter @PTJASAMARGA.
Currently, @ PTJASAMARGA twitter account is controlled
by a twitter operator integrated with JMTIC work unit.
The incoming informations are divided into several
categories, namely:
a. Request of traffic information condition
b. Request of staff assistance
c. Giving traffic information condition
d. Pengaduan/critics
e. Suggestions
Currently @PTJASAMARGA twitter account provides
information on traffic conditions every 20 minutes. By
2016, the number of twitter followers of Jasa Marga
reached 241,374, an increase over the year 2015 which
were at 160,789 followers.
2015
160.
789
241.
374
2016
numbeR oF tWitteR FolloWeR 2016
3. Closed-Circuit television (CCtV)
To obtain visual information of traffic conditions on the
toll roads in real time, the Company provides the facility
of CCTV monitoring applications on toll lanes which
can be accessed via the browsers of cross-operating
system (inter-platform). For desktop computer users of
various types of operating systems, including Microsoft
Windows, Apple MacOS or Linux, can access the CCTV
on m.jasamargalive.com.
As for users who use devices such as Google Android,
Apple iOS and Blackberry, can access the CCTV on
m.jasamargalive.com. This is done so that users can
access the highway data that provided by the Company
with a wide range of the latest computers and devices.
In order to maintain and improve the quality of traffic
79PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
information presentation service in real time, in 2016 the Company conducted routine maintenance and optimization of
the increase of streaming capacityt by improving the server.
4. Variable Message Sign (VMS)
In order to raise awareness of the JMTIC call center, the Company actively socialize to toll road users through advertising
in online media (www.detik.com) and Variable Message Sign (VMS).
Flowchart of customer communication through JMTIC can be explained through 4 Flow Chart of customer communication
as follows.
Customer(Toll Road Users)Finish
1
4
3
2
Complaints Suggestion
Ka Shift CCTVLAN ChatRTMS
Give information Request help Ask information
Branch ManagementRepresentativeCustomer
ServicesOfficer
Start
Use of Information Channels and Customer Complaints
Throughout 2016, the number of incoming phone calls are as
many as 417,199 calls, declining 16.60% from 2015 where
we received a total of 500,211 calls.
Data JMtIC Channel Users
no. Status 2015 2016
1. Give Information 1,775 725
2. Request Assistance 5,429 6,560
3. Ask for information 492,376 409,287
4. Complaints 568 599
5. Suggestion 63 28
TOTAL 500,211 417,199
Customer Satisfction Survey [G4-PR5]The Company has a high commitment to fulfill the
responsibility to toll road users as consumers. One of them
is through customer satisfaction surveys that are regularly
conducted every year.
Customer satisfaction survey is carried out by using a
questionnaire to the respondent. The survey was conducted
to gauge perceptions of stakeholders on the quality of
services and other information, among others:
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• Knowing a customer profile both based on customer
characteristics (socio-demographic) and the
characteristics of mobility;
• Knowing customer behavior related to toll road services;
• Getting customer perception and the types of services
including to learn the reasons of customers using toll
roads and the needs and wants of toll road users to the
services Jasa Marga;
• Measuring customer index, that is index of customer
satisfaction and dissatisfaction, priority of customer
needs, priority for improvement, speed of response and
resolution of customer complaints, and customer loyalty
index;
• Measuring the effectiveness of media to communicate
with customers in 2016.
Based on the Toll Road Customer Satisfaction Survey Results
2016, the Toll Road Customer Satisfaction Index of the
Company was 4.56 in a scale of 1-6.
Jasa Marga is committed to implementing the customer
satisfaction program by doing campaign on the importance
of Service Excellence with the highest priority on the safety
aspects of workers, work areas, equipment and environment.
This commitment is carried out with following strategic steps:
1. Increase the speed of the transaction in order to reduce
queues at toll gates.
2. Streamlining traffic through capacity building services and
the provision of traffic information in real time in order to
reduce the travel disruption.
3. Improving the quality of construction of roads, bridges
and buildings for operational complement.
Service to the Customers during the flows of Idul fitri,
Christmas and new Year homecoming traffics
In facing the of homecoming traffics of Idul Fitri, Christmas
in 2016 and New Year in 2017, the Company made efforts
to ensure the smoothness, security, and traffic safety. This is
done as the Company’s commitment to continue providing
excellent service to road users. Some other things that have
been done are as follows:
1. Engineering of the Homecoming Traffic Flow by imposing
a contra flow on some toll lanes that are congested by
traffic volume.
2. Optimization of transaction services by adding operation
gates and changes in transaction mechanism.
3. Improving information services via twitter @
PTJASAMARGA and Jasa Marga Traffic Information
Center (JMTIC) so that road users can obtain information
about traffic conditions along with traffic service request
such as cranes, ambulances, and toll road patrol service
by contacting the JMTIC Call Center’s phone number at
14080.
4. Integrated Services Post Command to monitor the state
of back and forth traffic flow on the toll roads that is the
main path of traffic during Idul Fitri, Christmas and New
Year homecoming trips.
5. Safety campaign to support the smoothness, security,
and traffic safety. Safety campaign is done by submitting
informative messages to road users through the
installation of banners and Variable Message Sign (VMS).
6. Adequate Rest Areas and Services (TIP).
7. Integration of Toll Roads of Jakarta-Cikampek,
Cipularang, Padaleunyi, and Cipali (Cluster 1) and
Integration of Toll Roads of Segment Cipali, Palikanci,
and Kanci-Brebes (cluster 2) as an improvement of
service transactions to road users.
8. Operating of Parking Bay in prioritized locations of
Jakarta-Cikampek toll lanes.
9. Emergency Polyclinic (free) available in Rest Areas &
Services (TIP) on Jakarta-Cikampek and Purbaleunyi Toll
Lanes.
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Innnovation in Managing
Innovation on Managing Environment
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innoVaSion onenViRonmentalmanaGement
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SOE Minister in the event of planting 10,000 trees in the Jakarta-Cikampek toll road.
83PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Protect the ecosystem and the environment by considering
the impact of the operations has been the main commitment
of the Company. That’s because environmental sustainability
is an important factor in carrying out operational activities.
Efforts to improve the positive impact and reduce the
negative impact of these business activities are the focus of
the Company.
Synergy with all stakeholders is required to participate and
contribute in maintaining environmental sustainability. Jasa
Marga together with all its subsidiaries continue to contribute
to protecting the environment through risk mitigation as a
result of operational activities both directly and indirectly.
One of Jasa Marga’s great attention to environmental
sustainability is forestation of toll road by planting trees
such as mahogany, tamarind, acacia and other trees. The
Company expects that this simple step can be an inspiration
for all community members to work together and make a real
contribution to the environment.
The commitment and seriousness of the Company in
the management of the environment has resulted in the
recognition of the community with a variety of awards
received related to Corporate Social Responsibility (CSR) on
environmental field.
EnVIrOnMEntaL MaIntaInInG COMMItMEnt
Jasa Marga ensure that in carrying out its activity of toll roads
management is in compliance with the legislation in force.
Related to the environment, the Company has formulated
an Environmental Management System (EMS) as a form of
commitment and a management approach to environment
that refers to Law No. 32 of 2009 about the Environmental
Protection and Management and Government Regulation No.
27 of 2012 on Environmental Permits, as well as the Minister
of Environment Decree No. 45 of 2005 on Guidelines for
Preparation of the EIA.
The Company’s high commitment to environmental
awareness is set out in the policy of Board of Directors of PT
Jasa Marga (Persero) Tbk, such as:
1. Circular Letter of Directors No. 18/SE/2010 on Energy
Saving and Environmental Preservation containing:
a. Energy savings through the usage of new
technologies that can reduce energy consumption.
b. The use of products that refer to eco products
(environmentally friendly products).
c. Inventory of number of trees which will be replanted in
each project activity.
d. Planting trees as a result of necessary tree loggings.
2. Decree No.165/KPTS/2013 on Guidelines for
Environmental Management System (SML) which is
aimed at preventing pollution and / or damage to the
environment surrounding the Company’s business,
keeping cleanliness and preservation of the environmental
fucntions.
Targets expected by the Company towards implementation
of SML policy are:
1. Creation of an environment that is green, healthy, clean,
beautiful and has good quality in the Company’s business
environment;
2. The fulfillment of the ecosystem in the Company’s
business environment, and;
3. Achieving the satisfaction of customer and stakeholders.
The priority of SML program is the establishment of a culture
of discipline towards the Clean Green and Healthy. To
measure and monitor the achievement of the targets on their
commitment to the environment, the Company has set up a
Road Map for the Environmental Management System as a
reference of implementation of various activities related to the
environment.
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Environmental Management System road Map (SML)
AWARENESSFRAMEWORK
DISCIPLINE
HABITCULTURE
• Management/ Employee Regulation and SML Concept
• Preparation of Policy
• Regulations Preparation of Organization
• Preparation of Procedure & Work Instruction (formulir)
• SML Carried out according to
Regulation with supervision• SML implementation• Quick &
accurate Report • Policy Review
• SML held with awareness and become custom
of all employees & society in company
environment
• SMI becomes the demands of
the company, employees and addressed responsibily
• Environmental Re-identification
• System Improvement
• Periodic Audit Program
• Periodic / routine inspections
• Reward & punishment
• Full & on time reporting
• Periodic Inspection Program
• ISO14000 Certification
• Periodic Audit Program
• Reward & punishment
• A complete and on time Reporting
• Periodic Inspection Program
• Perpetual Awareness & socialization
• Maximized SML Kompts.
• Prevention Actions & Environmental Reidentification
• Monitoring / Evaluation
• SML Improvement• ISO14000
Certification (gradually)
• Socialization• Development
Program• Trials application• Setting up
HR with SML competency
• Conduct bench marking
• Kick Off SML Program
• Make Manual& Procedures
• Introduction Training
• Formed a team• Conduct
environment identification
2013 2014 2015 2016 2017
Imp
lem
en
tati
on
Pre
pa
rati
on
tarGEt
Jasa Marga implemented the Environmental Management Program and Environmental Monitoring as the
company’s commitment to preserving the environment. Implementation of the program is tailored to the
recommendation of the environmental management document (Amdal and RKL-RPL) on any highway
construction projects that are always preceded by the implementation of the EIA and RKL-RPL.
The Company continues to make maximum efforts to reduce the impact of the construction of toll roads projects.
Impact in each development is made sure according to parameter criteria of standards quality issued by the
Ministerial Decree of Environment, of local government and other relevant government regulations.
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Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Energy Consumption
Utilization of energy used for supporting operational
activities. Jasa Marga’s operational activities can not be
separated from direct and indirect energy consumption.
Direct energy consumption from primary energy sources
consist of diesel and gasoline (premium and pertamax).
Both types of energy sources are used as an energy source
for operational vehicles and vehicles transporting highway
material. Operational vehicles are using pertamax and
premium fuel, while the heavy equipment, generators, etc use
diesel fuel.
The Company realizes that the source of energy used in
the process of operational management of toll roads, is
generally non-renewable sources. Therefore, on an regular
basis Jasa Marga continues to make efforts to reduce this
energy consumption by improving the efficiency and seeking
alternative renewable energy sources. The following data is
information on the use of primary energy sources. [G4-DMA]
Primary Energi Source Consumption (Company) [G4-EN3]
Energy Source
Units 2015 2016
Solar litre 21.325,75 177.759,00
Premium litre 392.882,76 1.452.974,12
Pertamax litre 1.137.201,34 673.503,47
Dex litre 970.837,50 1.731.294,45
Jumlah litre 2.522.247,35 4.035.531,04
To the use of primary energy sources, the Company has
been calculating the conversion of the energy used and CO2
emissions. The following data is conversion of energy used
and CO2 emissions.
Energy Conversion [G4-EN15]
Energy SourceEnergy
Conversion2015 2016
Solar GJ 2,385 19.88
Premium GJ 387.76 1,434.03
Pertamax GJ 94.7 56.09
Dex GJ 75.77 135.12
Jumlah GJ 560,615 1,645.12
CO2 Emission (Company) (G4-En15)
Energy Source
CO2 Emission 2015 2016
Solar kg eq CO256,910.11 474,369.4
Premium kg eq CO2953,284.34 3,525,472.8
Pertamax kg eq CO22,553,464.79 1,512,280.5
Dex kg eq CO22,059,101.98 3,671,996.4
Jumlah kg eq CO25,622,761.22 9,184,119.14
In the operations management of toll roads, in addition to
using indirect energy, the Company also utilizes indirect
energy. Indirect energy is electrical energy supplied by
PLN. The utilization of this energy is to meet the needs of
headquarters, branch offices, toll booth lighting and lighting
around the operational facility.
During 2016, the use of electrical energy reached
52,140,121,475 KWh or equivalent to 187,704,437.31
gigajoule, while the electrical energy consumption in
2015 amounted to 53,536,152,204 KWh or equivalent
to 192,730,147.93 gigajoules. Here’s electrical energy
consumption data.
Electric Energy Usage (CompanyInformation Units 2015 2016 Electrical
Energy Saving
PLN Electric KWh 53.536.152.204 52.140.121.475 1.396.030.729
GJ 192.730.147,93 187.704.437,31 5.025.710,62
Energy Saving [G4-En6]
The Company realizes that the need for raw materials in the
form of non-renewable energy sources can not be replaced
yet in this reporting period. However, to keep contributing
to the environment, Jasa Marga seeks earnestly in the
managing of energy resources so that they are effective and
efficient. Some of the electrical energy-saving initiatives
undertaken are as follows:
1. The use of street lighting (PJU) using LED lights as many
as 5,768 locations for electric energy savings.
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2. Energy saving AC Replacement Program Program
penggunaan also the adjustment of AC temperature
based on Company provision and policy of turning off
lamps which are not used.
3. Green Building Concept
Jasa Marga complex of office buildings newly designed
to reduce / reduce energy use by up to 30%. Where the
work space can receive external light / solar maximum, as
well as using the air conditioner with the latest technology
which is friendly and more energy efficient.
4. Installation Program of Solar Power Plant (PLTS) in Office
Building Complex of Jasa Marga (Persero) Tbk, which will
save energy because it is more environmentally friendly.
LED lights usage initiatives in PJU has contributed
significantly to saving electric energy consumption. While
electrical energy savings during 2016 compared to 2015
amounted to Rp 1,396,030,729.
PJU LED Lights in Jasa Marga toll road
toll LanesLED Lights
2015 2016
Jagorawi 543 567
Dalam Kota-Bandara 43 382
Jakarta-Tangerang 0 1.053
Jakarta-Cikampek 0 628
JLJ 0 0
Purbaleunyi 780 778
Palikanci 306 366
Semarang 95 424
Surabaya-Gempol 1.295 1.325
Belmera 100 245
air Emissions Pollution Control
In order to control pollution and greenhouse gases (GHG),
Jasa Marga continues to perform a variety of initiatives, in
addition to energy usage saving which is already running.
Seriousness in reducing greenhouse gas emissions are
realized through the use of fuel with a higher octane value in
operational vehicles. Emissions of exhaust gases released
by the fuel with a higher octane rating is considered more
environmentally friendly.
Jasa Marga also gives attention to efforts to control
the emission of potentially containing ozone depleting
substances (ozone-depleting substances / ODS). Emission
sources that could potentially be ODS is the usage of freon
made from chlorofluorocarbons (CFCs) in air conditioning
equipment and the use of halon for fire extinguisher
(APAR). To that end, Jasa Marga realizes the replacement
of refrigerant in air conditioning equipment with more
environmentally friendly refrigerant. [G4-EN19]
Other inisiatives to lessen CO2 air pollution from the exhaust
of toll road users. Perseroan executed the conservation of
bintaro trees planting and reforestation programs around
the toll roads. The presence of those treees becomes
important due to their contribution in potential uptake of
karbondioksida (CO2) including in GRK.
As efforts to reduce air pollution, the Company is monitoring
the condition of the air in all major operational areas. The
monitoring results show that the measured parameters are
always under the provisions of the environmental quality
standards established under the regulations. Monitoring of
the quality of the environment is a form of implementation
of social responsibility of the Company. Based on the
monitoring results, the main source of air emissions comes
from the exhaust from fuel burning of highway users’
vehicles. Here are the results of monitoring of air emissions
around the toll roads.
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result of air Quality Observation 2015
raw thresholdCO SO2 nO2 Debu
30,000 900 400 230Palikanci 1.145 43.97 16.6 85.65Semarang 8,475.58 7.223 4.64 257Jagorawi 6649.75 268.545 155.915 206.21Jakarta-Tangerang 6301 64 150 227Jakarta-CikampekBelmera 17 154.35 72.22 143Purbaleunyi 653.7 16.2 37.2 95.5Surabaya - Gempol 11.4 0.008 0.406 0.346
CTC 1,0097 265.5 163.5 228.5
result of air Quality Observation 2016
raw threshold
CO SO2 nO2 Debu
30.000 900 400 230
Palikanci 1,145 26.8 22.1 98.9
Semarang 3507.1 20.54 15.5 246.3
Jagorawi 4407 10.95 40.75 339.08
Jakarta- Tangerang
6,506.75 231.75 180.5 185.4
Jakarta- Cikampek
7,564.75 319.63 186.6 230.13
Belmera 248.52 142.51 77.03 116.4
Purbaleunyi 944.95 17.18 33.87 93.09
Surabaya- Gempol
0.400 4.16 995
CTC 7441 298.67 172.3 0.32
Water use
Generally, the use of water is for the operational activity for
workers’ need, mainly Office Household Needs (RTK). The
use of water is applicable to Head Office, Branches, and
operation units. Water in Jasa Marga is supplied by PDAM
and ground wells. Related to water obtained from ground
wells, Jasa Marga conducts observation and monitoring to
ensure that taking and utilizing water do not disrupt the water
source. Data of water fee payment is as follows.
Water use (Corporate)
Source Unit 2015 2016
PDAM dan Tanah Rp 2,950,837,952 3,244,148,138
Charges for water in 2016 increased from that of 2015 due to
new building construction in the Head Office. Jasa Marga has
applied simple Wastewater Processing Installation(IPAL) as a
method in recycling wastewater. The recycled water is used
for limited needs such as washing operational cars and plant
watering, while the rest is distributed tothe water conduits
connected to the nearest water agent.
Susukan Bridge, Semarang-Solo Toll Road.
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Another initiative in the effort of water conservation is the utilization of open areas around the Head Office building, supporting
offices and operational units that are away from toll road construction to be water infiltration areas. Biopori holes are installed
in water infiltration areas as medium of rain or runoff water permeation to the ground, so that the ground water level can be
maintained.
Impacts and Opportunities of Climate Change (G4-EC2)
The Company realizes that extreme climate change affects the operational activities of Jasa Marga. Therefore, the Company
takes initiative and efforts to decrese the negative impacts on toll road operational and service activities. The impacts
commonly cause damage on toll road due to the flood, high rain intensity and landslide that disturbs the traffic. Jasa Marga
has conducted mitigation of the effects of climate change on conducting additional construction so that the risk of damage on
the toll roads under management can be avoided, or even the risk of basic repair for the damage caused by extreme climate.
The effects of climate on the condition of Jasa Marga toll roads:
no Section treatment remarks
1 CTC - Flood management in Grogol street cutoff: Elevating 0.5 m top point of road above the local flood peil (executed in toll road construction phase)- Management on preventing fluvial and sedimentation process and
increasing the number of drainage conduitsas well as periodically dredging the water tunnels and swamps, building drainage conduits in the left-right side of the road, reducing construction hoarding, keeping the ratio of open areas and buildings based on spatial afforestation development in the banks of industrial area and areas bordering with swamps.
Flood Handling
2 Jagorawi Building toll road drainage system with the following details: 1. Water tunnels (pipe culvert) = 12,127.48m22. Water tunnels (box culvert) = 1,620.48m23. River stone installation conduits = 21,175.00m24. Open ground conduits = 16.334,00m25. Land embankment = 110,00m2Anticipation efforts for water puddles in toll road that have been
implemented are:1. Covering them by ex-scrapping materials to return the condition2. Creating water channel to return the condition 3. Creating water channel and covering it with soilto return the
condition4. Creating water channel or cleaning water conduits to return the
condition5. Not yet handled, so that the road expansion project and LRT
construction are not finished yet.
Flood Handling
3 Jakarta-Cikampek
- Modification of drainage system - Maintenance and drainage conduit expansion along toll road, such
as: • Cleaning, dredging, and water channel making in the median
canal • Short-term handling by periodically cleaning garbage in toll road
canals • Making waste net (screen) to limit waste in canals • Canal cleaning
Flood Handling
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Innovation for the Social Welfare(Comdev)
no Section treatment remarks
4 Jakarta-Tangerang
- Building drainage conduits that comply with technical requirements and water tunnels (box culvert) with conduit profile suitable with runoff debit.
- Planting green line in Open Green Space (RTH) which can replace vanished water infiltration
- Building gutters/water channels and other measures to smooth and contol water debit and to normalize drainage conduits
- Maintenance of drainage conduits/water tunnels/box culvert by dredging mud and sediments, cleaning drainage conduits covered by grass/weed, and normalization of conduits
- Building infiltration wells with biopori construction- If the drainage conduits are lower than receiving water body, a
valve (butterfly) should be installed and wells with pumps for drying process should be made especially in rainy season.
- Arranging community counseling onmaintaining drainage conduits and flood and runoff handling, as well as education to not connect drainage conduits of settlement area with toll road drainage conduits.
- Building infiltration wells, by biopori construction in the house yards near toll road.
Flood Handling
5 Palikanci Maintenance of drainage by regularly cleaning it from waste, weed, and sediments.
Flood Handling
6 Purbaleunyi - Drainage conduits dredging - Improvement ofboxculvert- Conduit normalization, building and repairing side canals in
Purbaleunyi toll road- Planting trees and decorative plants
Flood Handling and Afforestation
7 Surabaya - Plating shade tress along Rumija - Managing toll road and toll gate traffic - Measuring air quality (dust, CO2, NOx, SO2, NH3, O3) by taking
samples in the appointed spots in Porong-Gempol toll road segement
- Regular checking on the smoothness of card machines
Air Pollution
8 Semarang Building water conduits and conduit cleaning Flood Handling
9 Belmera - Building drainage conduits based on technical needs.- Maintenance of drainage conduits to prevent puddles caused by
clogged drainage- Building pipe drainage system (water tunnels) with technical
number and specifications to smooth water puddles around toll roads.
- Maintenance of drainage conduits around toll roads.
Flood Handling
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toll road afforestation and Environmental Conservation Toll road afforestation and plant conservation program is a realization of the Company’s contribution in preserving nature
which in turn would have positive impacts to the environment and help overcome global warming and climate change.
Toll road afforestation is one of the efforts in mitigating environmental changes by planting trees around the toll roads in 2016,
among others are mahogany, tamarind /rain tree, bougeville, and other trees.
toll road Branch/Segment
number of trees type of tree Planting Locations
2015 2016
Jagorawi
7,685
16,832
Kembang Merak, Rose Periwinkle, Palm Putri, Agave, Bougenville,Mahoni,Spatodea, Ketapang Kencana,Rain tree,Glodogan Tiang,Damar
Bogor Median 40+200 - 43+400, KM 7+000 s/d 14+500 A, KM 36+800A , KM 32+200 B, KM14+500 s/d 20+000 (Median), KM 8+000 s/d 14+500(Median),KM 19+500 s/d 16+000,KM 26+800-23+500 B, 31+000 B - 12+500 B, KM 33+400 S.DKM 29+000 B,KM 12+200 - 12+600 A (Ps. Munjul), KM 29+200 B dan KM 20+200 B
Jakarta - Cikampek
- 15,771 Rain tree, Mahogany, Damar, Akalisus,Kalpataru, Ketapang, Bintaro, Kemiri Sunan, Rasamala, Kayu Afrika
KM 23+000 – KM 70+000
Cawang- Tomang- Cengkareng
- 950 Oliander, Tavetia Toll Road median in Cawang-Tomang-Cengkareng
Semarang 1,000 1,150 Breadfruit, Mango, Water Guava,Durian, Mahogany, Sengon
Km 00 + 200 section A line B,Km 17 + 400 Section C jalur B,Lingkar Jangli,Km 08 + 300 s.d 08 + 600,Lingkar Gayamsari Arah Jangli
Belmera
2,325 2,150 Mahogany, Glodogan, Breadfruit KM 08+000 A, Interchange Mulia, along A line, toll sides around KM 2+000, along KM 11 line, KM 14+000 line
Surabaya- Gempol
1,3760
-
Mangrove, Mahogany, Rain tree, Tabe 13,760 Buya, Tanjung, Bugenville, Bintaro,Hujan Mas, Jaranan, Kana, Oleander, Red Frangipani
KM 0+00 - KM 37+00
Jakarta- Tangerang
170 200 Bougenville, Japanese Bamboo, Breadfruit
08+050 A, KM19.002
Purbaleunyi 2,9780 - Shade and decorative trees Spread along Cipularang and Padaleunyi segment
Palikanci 220 3,028 Rose Periwinkle, Ficus hillii limelight, decorative plants
GT. PLB, GT. Ciperut & Branch, 204+000 Median
91PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
innoVation to builD Quality Human ReSouRCeS
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Pengarahan Direktur SDMU kepada calon karyawan Management Trainee 2016
93PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
To realize the Company’s vision and mission into a leading
company, “CHANGE OF ORGANIZATION STRUCTURE
IN HUMAN CAPITAL” has been done in integrated and
compehensive manner as a part of “CHANGE OF COMPANY
ORGANIZATION STRUCTURE”.
2016 was the foundation for the change in Jasa Marga’s
Human Capital Organization Structure and System. Based
on the result of Annual Shareholders General Meeting 2016
and Extraordinary Shareholders Meeting on August 29
2016 regarding the change of Board of Directors position
nomenclature, therefore organization improvement as well
as the divison of Board of Directors duties and authorities
were done.It is aligned with the Government program of toll
road expectation and the target of the Company’s Vision in
2017 to be the Leading Toll Roads Developer and Operator
Company in Indonesia.
Some achievements in the field of human capital
management including the implementation of employees
competence development based on Human Capital
Development Plant, the development of career management
selection model, review on employee health service sstem,
and the improvement of performance and competence
management syste, have been successfully implemented
since 2013.
In 2016, starting from the recent organization structure of the
Company, a change of human capital organization structure
has been done, in hope it will be a modal to improve the
busineess performance sustainably for long-term.
The change on the organization structure of the Company
has been regulated in Decision of the Board Number: 49/
KPTS/2016, explained one of them is the change on the
human capital organization structure.
Organizational Structure of Pt Jasa Marga
DIVISIOn OfCOrPOratEPLannInG
DIVISIOn OfrISK & QUaLItY ManaGEMEnt
tOLL rOaD SUBSIDIarIES COMPanIES
nOn tOLL rOaD SUBSIDIarIES COMPanIES
BranCh OffICE
DIVISIOn Of rELatED BUSInESS
DEVELOPMEnt
DIVISIOn Of tOLL rOaD BUSInESS
DEVELOPMEnt
DIVISIOn OfMaIntEnanCE tEChnOLOGY
DIVISIOn OfOPEratIOn
ManaGEMEnt
PrESIDEnt DIrECtOr
DIVISIOn OffInanCE anDaCCOUntInG
COrPOratESECrEtarY
IntErnaLaUDIt
DIVISIOn Of LEGaL &
COMPLIanCE
DIVISIOn Of tOLL rOaD
EnGInEErInG & PLannInG & DEVELOPMEnt
DIVISIOn OfBUSInESS
ManaGEMEnt
DIVISIOn OfMaIntEnanCE
DIVISI hUMan CaPItaL
StratEGY & POLICY
DIVISIOn Of hUMan CaPItaL
SErVICES
DIVISIOn Of GEnEraL
affaIr
UnIt JaSa MarGa
DEVELOPMEnt CEntEr
UnIt COMMUnItY DEVELOPMEnt
PrOGraM
DIrECtOr Of fInanCE
DIrECtOr OfDEVELOPMEnt
DIrECtOr OfOPEratIOn I
DIrECtOr OfOPEratIOn II
DIrECtOr OfhUMan anD GEnEraL
rESOUrCES
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Organization structure of Director of Human and General
Resources (Human Capital) in 2016 consist of Division of
Human Capital Strategy and Policy, Division of Human
Capital Services, Division of General Affair, Jasa Marga
Development Center Unit, and the newest unit which
is Community Development Program Unit. The joining
of Community Development Program Unit is expected
to strengthen the Company’s Human Capital in term of
improving the relationship with the community and people
around toll roads that can support the development of the
Company.
Along with the change of organization structure, to support
the Company Vision to be the leading Company, as well as
to create positive branding, the Company also did some
changes in the work uniforms. The uniform will differentiate
the Company with the other companies, which used as the
identity for the Company. Moreover, work uniform would
ease the customers in recognizing further and closer with
the Company. As a symbol for the Company, the uniform is
also hoped to have effect for the employees wearing, such
as pride when wearing the uniform. As a Company who
keeps growing and developig, organization development
needs to adapt stronger with the external or the internal
condition of the Company, especially in the achievement of
long-term strategic plan.
The effectiveness of the Company management is also
supported with duties and responsibilities division for
all employees in accordance with the characteristic and
competence needs of each existing function. Positions
grouping in the Company consists of Structural Position
Group, Expertise Functional, Staff and Operational
Functional.
Job evaluation has been done in each existing position
in the Company to know the position value based on the
ability, process, and outcome factors.
In the management of human capital, the Company uses
the Strategic Plann of Human Resources System 2010-2022
as a guide, with development step as the graph below:
[G4-DMA]
Scheme of human Capital System Development Step of Jasa Marga
tarGEt
transisi IStrengthening HR
Foundation
2010-2013Short-Term
transisi IIBuilding
Performance
2013-2017Mid-Term
UltimateOptimizing HRCapacity for
Business Growth
2017-2022Long-Term
“LEADING”JASA MARGA
human Capital Organizational Structure of Jasa Marga
DIVISIOn Of hUMan CaPItaL StratEGY anD
POLICY
DIVISIOn Of hUMan CaPItaL SErVICES
DIVISIOn Of GEnEraL affaIrS
UnIt JaSa MarGa DEVELOPMEnt CEntEr
UnIt COMMUnItY DEVELOPMEnt PrOGraM
DIrECtOr Of GEnEraL anD hUMan rESOUrCES
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Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
human resources Development Commitment
Jasa Marga has built competency based human capital
system (competency based human resources management)
with 9 (Nine) Strategic Processes of Human Capital System
as written on the Decision of the Board No. 39/KPTS/2014
on March 3rd 2014, which consists of Organization
Design, Employee Recruitment and Selection, Training and
Development, Performance Management, Remuneration
System, Career and Talent Management, Industrial
Relationship and Integrated Post-Career Management. This
system is supported with Information Technology System as
can be seen on the graph below:
BUSInESS StratEGIC PLan
ChanGE On StratEGIC EnVIrOnMEnt & DEVELOPMEnt Of tOLL rOaDS InDUStrY
BUSInESS PErfOrManCE
SatISfaCtIOn anD attaChMEnt Of LaBOr
InfOrMatIOn anD COMMUnICatIOn anD tEChnOLOGY
CO
MP
ETE
NC
E
Labor Environment
administration and Services
CO
MM
ITM
EN
T
CO
ST
CO
NG
RU
EN
CE
Remuneration
Training and Development
Employee Recruitment and
Selection
Post-CareesManagement
Industrial Relationship
Career Management
VaLUE & ParaDIGMORGANIZATIONDESIGN
PerformanceManagement
VISIOn & MISSIOn
1
23
4 7
8
59
6
4 Pillar of hC System:1. Competence2. Congruence3. Commitment4. Cost
9 Strategic Process of hC System:1. Organization Design2. Employee Recruitment and Selection 3. Training and Development4. Performance Management5. Remuneration
6. Career Management7. Industrial Relationship8. Post-Career Management9. Administration and Servic
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Employee Profile [G4-10] [G4-LA12]Here sequentially presented the employees composition based on education level, gender, age, and function.
Composition of Parents & Subsidiaries’ Employees by Level of Education in 2015 & 2016
Education2015 2016
number of People Proportion(%) number of People Proportion(%)Doctor 1 0,01 2 0,02Master 109 1,18 119 1,27Bachelor 1.623 17,57 1.951 20,81Diploma 423 4,58 426 4,54High School 6.936 76,00 6.803 72,56Middle School 21 0,23 42 0,45Elementary School 40 0,43 33 0,35Total 9.153 100 9.376 100
Employees Composition by function in 2015 & 2016
function2015 2016
number of People Proportion(%) number of People Proportion(%)Top Management 100 1,08 127 1,35Middle Management 199 2,15 236 2,52Lower Management 605 6,55 589 6,28Operational 8.249 90,21 8.424 89,85Total 9.153 100,00 9.376 100,00
Employees Composition by Gender in 2015 & 2016
age2015 2016
number of People Proportion(%) number of People Proportion(%)≤25 2.517 28,15 2.357 25,1426-30 1.021 11,05 1.357 14,4731-35 472 5,11 500 5,3336-40 915 9,91 818 8,7241-45 1.363 14,76 1.401 14,9446-50 1.502 16,26 1.523 16,24>51 1.363 14,76 1.420 15,15Total 9.153 100,00 9.376 100,00
Employees Composition by the Status of Employement in 2015 & 2016
no Description
2015 2016
total(people)
Proportion (%)
total(people)
Proportion (%)
1 Permanent Employees
Parent 4.561 49,38 4.447 47,43
Subsidiaries 3.584 38,80 4.007 42,74
2 Non Permanent Employees
Parent 51 0,56 45 0,48
Subsidiaries 957 1,46 877 9,35
Total (people) 9.153 100,00 9,376 100,00
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Innovation in Economic Growth
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Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Employee Welfare Insurance
Jasa Marga assures their emploees welfare by ensuring
the reward of minimum word is in accordance with the
legislative provisions, ensuring that their career development
corresponds with their performance, facilitate the freedom of
assocation, as well as the fulfillment of other rights.
In providing work reward, Jasa Marga understands that the
compensation and benefit given by the Commpany would
affect to the performance productivity as well as employee
turnover. Therefore, the Company sought to give the best
reward exceeding the statutory provisions corresponding
to the Company ability, without discriminating gender and
without burdening the employee work hours. There is no
compulsion to work overtime and if there were overtime
demand then the Company will compensate for the overtime.
[G4-DMA]
Employee welfare compensation consist of salary and fee,
bonus, medication, eatery, employee uniform, education and
training, leave benefits, birth allowance, profession benefits,
death/disaster allowance, overtime, house leasing allowance,
royalty.
Employee remuneration
In order to assure attractive and competitive remuneration
so it can nurture the attachment and increase the motivation
of the employees to give high performane, in 2014 the
Company restructured their employee remuneration.
Employee income arrangement was done by setting market
based salary structure as well as increase in salary and
performance incentives based on the achievement of
employee performance.
Employee salary setting was changed from years-of-service-
based using table system become performance-based by
establishing market-based salary structure, and complying
the applicable employment provision. Annual increase of
salary and incentives are based on the achievement of
employee performance. Emploee remuneration was regulated
in Decision of the Board No. 99/KPTS/2014 regarding Group
and Component of Remuneration as well as No.122.1/
KPTS/2014 regarding Permanent Employee Monthly
Compensation.
Employee rights [G4-EC5][G4-LA2][G4-LA13]
Company remuneratio PolicyPermanent Employee
Casual Employee
I. Compensation1. Remuneration: salary, allowance, bonus, overtime ü ü
II. Benefit – Fasilitas Kerja1. Work Uniform ü ü2. Work Trip Facility ü ü3. Trasnportation & Communication* ü -4. Official Residence* ü -
III. Benefit – Work Protection1. Work Environment: OHS Implementation and Associating Chance ü ü2. Law Protection ü -3. Insurance ü ü4. Health Facility ü ü5. Pension and Retirement ü -
IV. Benefit – Rating1. Career Opportunity: Formation, Promotion, Mutation, Develompent &
Education, and Third Party Scholarship üü*
*training only2. Reward: Best Employee, Merit, Innovation (KPM, PP), Loyalty, Pension ü -3. Recreation, Sport, & Art ü -4. Employees Leave, Pregnancy Leave, Sick Leave, Leave for Important
Reason, Religion, and Long-rest ü ü
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Employee Welfare Program
1. Employee Social Insurance
The Company registers all emploees to be the member
of Employee Social Insurence (Jamsostek), based on
the applicable statutory provisions. Self Reserved Group
Insurance Program is for the Employees with High Risk
Operations Pension Program. Given the magnitude
of the risk of operational employees who work on the
streets, the Company provides additional benefits by
registeringthe employees whose duties and functions
should be in the field into the Accident Insurance
program.
2. Pension Program
Jasa Marga Employees are registered on the Defined
Benefit Pension Plan (PPMP) and Defined Contribution
Pension Plan (PPIP) held by Jasa Marga Pension Fund
(DPJM) established by the Company. PPMP program
followed by the employee who start to work in the
Company before July 1st 2012, while PPIP held by
Finance Instituion Pension Fund (DPLK) and followed by
the company who started to work in the Company since
July 1st 2012.
3. Health Insurance
As a support from the Company to the National Health
Insurance program which was implemented by the
Governement through Presidential Decree No. 12 Year
2013 and its Ammendment No. 111 Year 2013 regarding
Work Insurance, the Company since April 2015 has paid
the BPJS Health membership for the employees and their
family as well as for the pensions and their family.
In addition to the health insurance benefits through BPJS
Health, the Company also give benefit in form of health
facility received by the employees and pension with their
families as written on the Company regulation
4. Retirement Program
This program is given to the employees with benefit
when they retired at the normal pension age and will
receive 24 x PhDA (Insurance Basic Income), while the
employees who retired before the pension age will receive
proportional benefit based on the Company regulations.
5. Old Age Security Program (JHT) BPJS EmploymentThe
Company registered all employees into Old Age Security
Program (JHT) BPJS Employment. The JHT contribution
calculation basic is calculated from the income with paid
proportion of 2% by the employees and 3.7% by the
Company.
Employee Post-Career Management
To give comfort and security for the employees during work,
Jasa Marga give out benefit to the employees if they reach
pension age. It was done to give sustainable income post-
career in Jasa Marga. The program below are given to the
employees after the reached pension age:
1. Pension Program
In order to give sustainable income to the employees in
pension age, the Company registered their employees
into Defined Benefit Pension Plan (PPMP) and Defined
Contribution Pension Plan (PPIP) held by Jasa Marga
Pension Fund (DPJM) established by the Company.
PPMP program followed by the employee who start to
work in the Company before July 1st 2012, while PPIP
held by Finance Instituion Pension Fund (DPLK) and
followed by the company who started to work in the
Company since July 1st 2012.
2. Retirement Program
This program is given to the employees with benefit
when they retired at the normal pension age and will
receive 24 x PhDA (Insurance Basic Income), while the
employees who retired before the pension age will receive
proportional benefit based on the Company regulations.
3. Old Age Security Program(JHT) BPJS Ketenagakerjaan
The Company registered all employees into Old Age
Security Program (JHT) BPJS Employment. The JHT
contribution calculation basic is calculated from the
income with paid proportion of 2% by the employees
and 3.7% by the Company.
4. Health Insurance
As a support from the Company to the National Health
Insurance program which was implemented by the
Governement through Presidential Decree No. 12 Year
2013 and its Ammendment No. 111 Year 2013 regarding
Work Insurance, the Company since April 2015 has paid
the BPJS Health membership for the employees and
their family as well as for the pensions and their family. In
addition to the health insurance benefits through BPJS
Health, the Company also give benefit in form of health
facility received by the employees and pension with their
families as written on the Company regulation in the form
of health facilityreceived by the employees and pensionaries
along with their family as stated in the regulation of the
Company.
99PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
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Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
hr Competence Development Program
Along with the effort of the Company’s business target achievement
and increasing Employees competence and productivity, the
Company focused in the achievement of KeyPerformanceIndicator
to meet technical and non-technical competencies. Employees
competence development programs are developed through Jasa
Marga Development Center (JMDC) unit.
HR competence development program is conducted hrough training
and education program by Jasa Marga Development Center Unit
asa learning center, where during 2016, the training program for the
employees focused on the following fields: [G4-DMA]
• Employees’ technical and non-technical competencies
development in accordance with the position’s
requirements.
• Training-equal independent program, among others,
knowledge sharing, comparative study, preparing journal,
etc.
• Cadre scholarship, which is a scholarship program aimed
for potential young employees.
The number of days and attendants of the training during
2016 is as described in the following table: [G4-LA9]
realization of training and Education (Diklat) Program 2015 – 2016
no. DescriptionYear 2015 Year 2016
number person day
number of attendants
number of Program
number person day
number of attendants
number of Program
1 Toll Road Business 1,249 745 53 341 148 15
2 Highway and Traffic Engineering 443 55 7 489 71 4
3 Leadership and Culture 15,287 1,088 30 15,739 3,274 146
4 Corporate Enabler 4,321 1,651 209 3,280 1,310 175
5 Related Business 162 19 11 150 15 8
6 Beasiswa - 4 4 24 3 3
7 Program Mandiri Setara Pelatihan 11,501 9,663 325 11,079 10,374 385
Sub total 32,963 13,525 639 31,102 15,195 736
Roundtable Discussion Sistem Manajemen Risiko
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Gender Equality
Policies on employment opportunity in the Company are
implemented in an open and selective manner, without
discrimination (gender, race, tribe, and religion). Career
development of employee includes employee assignment
and promotion/rotation by taking their work achievement,
capability and competency into account. Career
Management System is expressed in the Collective Labor
Agreement (PKB) by management and Worker’s Union.
Additionally, the Company gives opportunity for employees
with physical disability in motoric movement function of
hands or feet but still comply with the position requirements
within position groups of expertise functional and staff
functional.
Gender Equality in the training
no Gender of trainee 2015 2016
1 Men 9,418 10,702
2 Women 4,107 4,493
Amount 13,525 15,195
Protection on freedom of association
In the effort of creating and keeping harmony between
the Company and the employees, Jasa Marga ensured
the freedom of association for its employees within the
organization ofSerikat Karyawan(Employees Union) Jasa
Marga (hereinafter referred as SKJM) which established
since 1999, with the entire employees of Jasa Marga as its
members. [G4-DMA]
The relationship harmony between the management
and the union is required to create a conducive working
atmosphere to obtain the mutual purpose, namely the
Company’s progress and employees’ welfare.Periodically, the
management and SKJM will communicate with the Bipartite
Cooperative Institution(Lembaga Kerja Sama/LKS) which
established through mutual decision between the Company’s
President Director and the Chairman of SKJM Central
Boardto jointly discuss and evaluate the agreement stated
in the Collective Labor Agreement (PKB), which served as
the guideline and direction of the cooperation in establishing
industrialrelations. Aside from that, the management and
SKJM jointly placed themselves as components of the
Company to disseminate every form of policy taken by
the Company towards the employees regarding the policy
itself. Up until the end of 2015, there have been 15 meetings
between the management and SKJM to discuss various
policy of the Company regarding human capital management
system and other policies. [G4-11] [G4-HR4]
The result of mutual agreement between the Company and
SKJM will be drafted as a PKB pocket book and distributed
to all employees. The management and SKJM then will
form a team and jointly disseminating the agreement to the
Branches. The dissemination was conducted on November-
December 2015 so as all employees will have mutual
knowledge and understanding. To establish aharmonious
relations with the Employees, particularly concerning the
Company’s manpower and policy issues, also to maintain
the communication with the Union, then the Bipartite
Cooperative Institutiont (LKSBipartit) was formed.
Employees turnover [G4-LA1]To maintain employee’s turnover level, the Company provides
equal opportunity for all employees in developing their
careers and competitive remuneration package in the form
of benefit and facilities received by the employees. So far,
employee’s turnover level at Jasa Marga is very low.
Employees turnover 2015-2016
Description 2015 2016
Number of Employees 4,591 4,447
Number of Resigned Employees 1 8
Percentage (%) 0.02% 0.18%
101PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
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Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
innoVation inenSuRinG oCCupational HealtH & SaFety
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Aktivitas Petugas Layanan Jalan Tol
103PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
The Company ensured that the employees’ occupational
safety is guaranteed within the working environment of Jasa
Marga. Dissemination and decisive action are continuously
imposed in order to developemployees’ obedience towards
the regulations regarding K3.
Considering the nature and risk of the work faced by the
employees, particularly those assigned as field executives,
The Company continuously improved the implementation and
execution of K3. The efforts include provision of safety and
protection gear, also continuous training regarding K3.
[G4-LA7]
InnOVatIOn In K3 ManaGEMEnt
reward and Punishment
As a form of appreciation towards Regular Partner who
has maintained the environment in their region, Jasa
Marga’s Jagorawi Branch provided appreciation in the form
ofReward and Punishmentbased on quantitatively measured
performance. In assessing the performance of Regular
Partner, the Aspect of K3 program Monitoring Discipline
served as one of the assessment criteria. This showed the
concern of Management regarding K3 implementation within
the Company’s environment.
Specification of reflectiveWearpack for Environment
regular Partner’s Operational
The determination of reflective wearpack specification for
environment regular partner’s operational is conducted by
Jagorawi branch to increase the occupational safety and
health in the Company. From safety side, the reflective usage
has the purpose of increasing the caution of the road users
concerning the presence of environment regular officer.While
from health side, long sleeve is used to avoid long time direct
exposure of sunlight and dirt on the officers.
Safety Officer
There was a K3 training at the Head Office for 22
representatives of working units assigned as Safety Officer.
They are expected to be the agent on each working unit to
foster the K3 culture amongst the employees. The provided
training included the basic of K3 up to First Aid withBasic Life
Support and Splinting Training, also Fire Extinguisher Training
by using some of fire extinguisher media.
COMMItMEnt tOWarDS OCCUPatIOnaL SECUrItY,
SafEtY anD hEaLth
Manpower policy
In managing manpower, the Company referred on Law No. 13
regarding Manpower.
Consistently, the Company ensured the compliance towards
the prevailing regulation and minimized violation towards
human rights in labour relations.
The optimization of human resources management is applied
by the Company byseeking the following policies:
1. Implementing compliance towards labour law.
2. Promoting worker’s human rights.
3. Promoting gender and career path equality.
4. Providing hard competency and soft competency
improvement program.
5. Increasing usage ofInformationand Communication
Technology(ICT) applicationon HRadministration&service,
which has driven the employees to change their way of
working into something more efficient and productive.
Occupational health and Safety Policy
The Company has implemented the Occupational Health
and Safety management system for the employees by
formulating policies, target and governance structure of
K3 and its annual review. Jasa Marga’s commitment to
realize security and safety in the working environment is
being realized by the Company’s policy, regulated in the
Decree of the Board of Directors No. 162/KPTS/2010 dated
30 September 2010 regarding Manual of Occupational
Safety and Health Management System (SMK3) also the
Company’s Occupational Safety and Health Guideline for
Constrution Project Company, also Director’s Bulletin No.20/
SE-DIR/2010 dated 03 August 2010 regarding Occupational
Safety and Health (K3). The Occupational Safety and Health
management system also stated and regulated in the
Collective Agreement (PKB). [G4-DMA] [G4-LA8]
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The Occupational Safety and Health Management System is intended to protect the employees, customers, assets, working
partners and environment from the possibly occurring danger potentials. Since 2011, the management of K3 is being focused
to achieve the level of zero accident. The program is organized based on the employment law and K3 regulation of local Office
of Manpower, and it will be evaluated and assessed annually.
In accordance with Government Regulation No. 50 year 2012 regarding Implementation of the Occupational Safety and Health
Management System, the Company formed the Advisory Committee Organization of Occupational Safety and Health (P2K3),
which will monitor the implementation of K3 in the Company.
Organizational Structure of Company P2K3 Organizational Structure of Branch P2K3
ChairmanPresident Director
ChairmanGeneral Manager
Member1. all VPs
2. Branch heads3. Project Leaders4. Safety Officers
5. SKJM representatives
Member1. all Deputy General
Managers2. all Managers
3. Safety Officers4. SKJM representatives
Secretary VP of risk & Quality
Management Division
SekretaryGeneral K3 Expert
Occupational accidents rate [G4-LA6]In 2015 and 2016, statistic number of occupational accidents in Jasa Marga has improved from the previous year; there were
no occupational accidents that caused minor injury, major injury or death.
BranchMinor injury Major injury Death
2015 2016 2015 2016 2015 2016
Jagorawi 0 0 0 0 0 0
CTC 0 0 0 0 0 0
Semarang 0 0 0 0 0 0
Surabaya-Gempol 0 0 0 0 0 0
Belmera 0 0 0 0 0 0
Palikanci 0 0 0 0 0 0
Purbaleunyi 0 0 0 0 0 0
Jakarta-Tangerang 0 0 0 0 0 0
Jakarta-Cikampek 0 0 0 0 0 0
PT JLJ 0 0 0 0 0 0
105PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
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Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Management of Outsourced Manpower
As a form of compliance towards Law Number 13 year
2004 regarding Manpower and Regulation of the Minister of
Manpower and Transmigration (Permenakertrans) Number
19 year 2012 regarding Procedure of Outsourcing and
to implement transaction services at Toll Gate, then in
2015, the Company established PT Jasa Layanan Operasi
(PT JLO) with 99% of share composition owned by Jasa
Marga; as a Subsidiary that focused on the transaction
services of toll collection at toll road segments of other
Branches and Subsidiaries as a form or operational function
implementation. In performing its core function, then the
management of operational employees who used to be the
employees of Temporary Employment Agreement (PKWT) at
PT Jalantol Lingkarluar Jakarta are currently under the status
of permanent employees in PT JLO.
Employee Satisfaction Survey
The Company’s employees regularly conducted the
employee satisfaction survey; hence the Company may
receive direct feedback from the employees. Through this
survey, each of Jasa Marga employees is expected to be
able toshare their views on various aspects that determined
the occupational satisfaction level, and they can also convey
their suggestions and input to the Management of Jasa
Marga regarding things that may increase the satisfaction
level and productivity of the employees of Jasa Marga.
In 2016, the result of Engagement Ratio Index (ERI) was 2.36.
It was increased compared to 2015 ( ERI score = 1.97).
Toll Collector of PT Jasa Layanan Operasi
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human rights Protection
The openness and equality in HR recruitment. The Company
announced the new employee recruitment and selection
program, among others through the Company official
website, www.jasamarga.co.id, cooperating with nationally
distributed newspapers, SOE portals, Company’s official
twitter account, online media, poster and career development
program at renowned universities in Indonesia. The Company
upholds the principle of equality, where the applicants may
come from any ethnicity, region, religion, race and gender.
The Company provides equal opportunity for every employee
in career development and competitive remuneration
package in the form of benefits and facilities received by the
employees. There are both compensation and promotion for
competent employees without discrimination against gender
or SARA (ethnicity, religion, race and inter-group relations).
K3 field achievement
Based on the Decree by the Minister of Manpower of the
Republic of Indonesia No 144 year 2016 dated 16 May 2016,
Palikanci Branch was awarded with Zero Accident Award
for their achievement in implementing occupational safety
and health (K3) program that it achieved 906,859 personnel
working hours without occupational accident, starting from
03 January 2012 up to 31 January 2015
Based on the Decree by the Minister of Manpower of the
Republic of Indonesia No 144 year 2016 dated 16 May
2016, PT Jalan Tol Lingkar Luar Jakarta was awarded with
Zero Accident Award for their achievement in implementing
occupational safety and health (K3) program that it achieved
10,247,623 personnel working hours without occupational
accident, starting from 01 January 2011 up to 31 December
2015.
Certification on Occupational Safety and health field
As an effort in ensuring the K3 requirements are met by
the Company to ensure the K3 is working effectively, the
certification of OHSAS (Occupational Health & Safety
Assessment Series) 18001:2007; integrated with ISO 9001,
was conducted for every Branch, starting in 2010 and it got
renewed once every 3 years. The certification data can be
seen on Jasa Marga Profile chapter.
107PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
innoVation FoR CommunityDeVelopment
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SOE Teaching Activity 2016.
109PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Establishment of Toll Road is harmonious with the environment
As the Company’s commitment in implementing sustainability
principles, the Company will continue to develop and
improve the new program quality as part of innovation
in conducting sustanaible social and environmental
responsibility. Through this program, the Company tried to be
able to reach the wider community also continuously giving
real impact for the stakeholders.
Therefore, Jasa Marga has committed to continue improving
the quality of social and environmental responsibility (TJSL)
program. The Company believes that the improvement of
TJSL program will provide positive response for business
growth in the coming years. The Company invites every
person in Jasa Marga to realize a sustainable TJSL together.
Hence, the community development will be realized and
harmonious relations with the stakeholders can be achieved.
PUBLIC SOCIaL rESPOnSIBILItY COMMItMEnt
The Company’s contribution towards public as a part
of stakeholders is conducted through Corporate Social
Responsibility (CSR) Program, which managed by
Corporate Secretary Unit. One of the CSR programs is the
implementation of Environmental Development Program.
The budget source for Environmental Development (BL)
program is using the Budget Work Plan (RKA) of PKBL and
Company Budget Work Plan (RKAP) which being assigned
annually in accordance with PER-09/MBU/07/2015 dated 3
July 2015 regarding Partnership Program and Environmental
Development Program of State Owned Enterprises (SOE).
The Fund Source of Partnership Program and BL Program
derived from the allowance of net income after tax assigned
in RUPS (General Meeting of Shareholders) with maximum of
4% from the profit after the previous financial year tax. The
Partnership and Environmental Development Program (PKBL)
which managed by Community Development Program unit is
regulated in:
1. PER-09/MBU/07/2015 dated 3 July 2015 regarding
Partnership Program and Environmental Development
Program of State Owned Enterprises (SOE)
2. KPTS 166/ KPTS /2015 dated 05 October 2015 regarding
Partnership Program with Small enterprises and
Environmental Development Program
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COMMUnItY ECOnOMIC EMPOWErMEnt
Community economic empowerment is conducted through
the organization of Partnership Program, which served as
part of Partnership and Environmental Development Program
(PKBL) of PT Jasa Marga (Persero) Tbk. PKBL organization
unit is formed based on the Decree of Directors No. 010/
KPTS/1997, dated 3 February 1997 regarding PKBL Unit
as a form of compliance towards Decree of the Minister of
Finance of the Republic of Indonesia No. 316/KMK/1994,
later renewed by the Regulation of the State Minister of
SOE Number 05/MBU/2007 dated 27 April 2007 regarding
Partnership Program of SOEs with Small enterprises and
Environmental Development Program (PKBL) which has been
amended by the Regulation of the State Minister of SOEs
No.: PER-09/ MBU/07/2015 dated 3 July 2015 regarding
Partnership Program and Environmental Development
Program of State Owned Enterprises, later renewed by the
Regulation of the State Minister of SOE Number : PER-
03/ MBU/12/2016 dated 16 December 2016 regarding
Amendment on the Regulation of the Minister Peraturan of
SOEs Number PER-09/MBU/07/2015 regarding Partnership
Program and Environmental Development Program of State
Owned Enterprises.
[G4-DMA]
The target of PKBL Unit activities are small enterprises, in
this case individuals or enterprises and cooperations with net
worth of maximum Rp 500,000,000.00 (five hundred million
rupiah) excluding lands or buildings utilized for business
activities, or having annual proceeds of maximum Rp
2,500,000,000.00 (two billion and five hundred million rupiah).
(PKBL) provides revolving working capital loan for small and
medium enterprises, also assisting in business development
to create resilient and independent enterprises. The business
development effort is conducted through:
a. Reliefs for education, training, apprenticeship,marketing,
promotion, and other forms of relief related with the
effort on improving the capacity of Partnership Program’s
Development Partner.
b. Relief funds as referred on item a, is taken from BL
Program fund allocation, maximum of 20% (twenty
percent) calculated from Partnership Program fund,
distributed on the financial year.
The policy of Community Development Unit in the Company’s
environment is implemented through the office network,
consisted of Head Office and 9 (Nine) branch offices with the
division of development areas and number of development
partners, per 31 December 2015 and per 31 December 2016,
were as follows:
accumulation of Development Partners and Development area of 2015 and 2016 [G4-SO1]
Head/BrachOffice Development31 Dec 2015
31 Dec 2016
Head Office Outside the operational area of branch office 9,149 9,149
Jagorawi East Jakarta, Bogor, Sukabumi 1,053 1,188
Jakarta-Cikampek Bekasi, Cikarang, Karawang, Cikampek, Purwakarta
1,413 1,502
Jakarta-Tangerang West Jakarta, Banten 1,115 1,225
Cawang-Tomang-Cengkareng
South Jakarta, North Jakarta, East Jakarta, Central Jakarta 1,174
1,293
Purbaleunyi Bandung, Sumedang, Ciamis, Tasikmalaya, Garut, Cianjur, Cimahi 1,349
1,484
Surabaya-Gempol East Java 2,312 2,458
Semarang Central Java 2,381 2,452
Belmera North Sumatera 1,577 1,681
Palikanci Cirebon, Majalengka, Kuningan, Indramayu 1,305 1,418
Number of Development Partner
22,828 23,850
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Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
DEVELOPMEnt PartnErS
For the implementation of 2016 Partnership Program (PK), Community Development Program has distributed the fund in
amount of Rp 17,427,000,000.- , the fund was absorbed by 672 Development Partners (MB) who spread across the Branch
regions of Jasa Marga. The business engaged by the developmet partners are varied, starting from Industrial, Services,
Trading, Fisheries, Plantation, Agricultural and Livestock sectors.
Besides of the loan distribution, Community Development also has monitored the development partners and collected the
obligation of MB, to be revolved back to the community in needs. To support the distribution of partnershipprogram above,
Community Development also provided support through supervision on packaging design & online marketing for the partners.
To help advancing the partners, besides of distributing revolving fund, Community Development also helped to promote the
development partners through exhibitions and producing stickers and packagings to develop MB’s businesses.
Distribution of Partnership Program in 2015 and 2016
no Branch2015 2016
rp MB rp MB
1 Jagorawi 1,575,000,000 60 2,075,000,000 90
2 Cikampek 1,415,000,000 52 2,000,000,000 63
3 Tangerang 1,500,000,000 33 1,570,000,000 70
4 CTC 1,560,000,000 57 1,977,000,000 74
5 Palikanci 1,500,000,000 52 2,000,000,000 70
6 Purbaleunyi 2,360,000,000 61 2,115,000,000 85
7 Semarang 1,500,000,000 41 1,660,000,000 52
8 Surabaya 2,000,000,000 48 2,030,000,000 93
9 Belmera 1,630,000,000 47 2,000,000,000 75
Total 15,040,000,000 451 17,427,000,000 672
Jasa Marga’s Aceh earthquake relief effort.
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COMMUnItY LIfE QUaLItY IMPrOVEMEnt
Is the activity of empowerment and aid provision, among
others the establishment of public facilities and infrastructure
in the operational regions of PT. Jasa Marga (Persero) Tbk.
The Environmental Development Program is used for the
purpose of providing benefit for the community around the
operational regions of the Company. [G4-DMA]
In accordance with the Regulation of the Minister of the State
Owned Enterprises (SOE) Number: PER-09/MBU/07/2015
dated 3 July 2015, the fund of BL Program is distributed in
the following forms: [G4-EC7][G4-EC8]
1. Natural Disaster Relief.
2. Educational and/or training aid.
3. Health improvement aid.
4. Development aid.
5. House of worship aid.
6. Nature conservation aid.
7. Public social services for poverty alleviation
8. Reliefs for education, training, apprenticeship,marketing,
promotion, and other forms of relief related with the
effort on improving the capacity of Partnership Program’s
Development Partner ( Mitra Binaan Program Kemitraan)
Some of the Environmental Development programs that have
been conducted by the Company during 2016 are as follows:
1. natural disaster relief
The amount of provided aid was Rp 449,328,660 which
consisted of: staples provision for the victims of Mount
Sinabung Eruption; material aid, staples aid, tarpaulins,
sarongs and medicines for flood disaster in South
Bandung; staples aid, material aid and medicines in the
Regencies of Kebumen & Purworejo; staples aid, material
aid and medicines in Pidie, Aceh.
2. Educationaland/ortrainingaid
The amount of provided aid was Rp 3,343,894,630 with
the following activities: Simultaneous On the Toll Road
fieldtrip at every branch for 4th and 5th grade students,
on which was educating them on the Company’s
operational activities and the traffic signs around the toll
road. Each branch delegated 100 students; they also got
learning tools aid, namely school backpacks filled with
5 notebooks with traffic signs on the cover. Meanwhile,
the Company also distributed footballs, volleyballs, futsal
balls and First Aid Kits to each school participated in
the said fieldtrip. This activity was organized in regards
of Jasa Marga’s 38th Anniversary, with the total of 900
students being involved.
In regards of the 71st Indonesian Independence Anniversary,
the Company was involved in the SOE activity of teaching
in 9 branches and 17 subsidiaries, complemented by
the distribution of learning tools aid for the involved
High Schools/Vocational Schools with the total of
5,228 students being involved. Besides of the activities
above, the Company also provided support in the form
of classroom tables & chairs, closets, laptops, infocus
projectors and printers for many elementary schools in
Bekasi and Cirebon
Meanwhile, other provisions of Learning Tools Aid were
conducted at Pasar Melintang Village, Lubuk Pakam
Subdistrict with provision of balls for the school; Support
of Polygon bicycle of Cinta Remaja Foundation in East
Jakarta; Support of classroom tables & chairs & closet
for the students of Public Elementary School (PS);
Establishment of sports field and renovation of restroom
roof of PS SDN Muara Beres; establishment of the
Kindergarten building at Klepu, Semarang Regency;
fencing for SD (Elementary School) 01 Klepu , Semarang
Regency and 71st Indonesian Independence Annivaersary
notebook procurement in North Sulawesi; book printing
for Cordoba Foundation, and book procurement for PS
190/VII Pematang Kolim III and PS 123/VII Bukit Village,
Jambi Province.
113PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
3. health improvement aid
In regards of Jasa Marga’s 38th Anniversary, 9 Branches
and 5 Subsidiaries (PT JLJ, PT MSJ, PT TMJ, PT MLJ dan
PT MNA) simultaneously organized free health treatment
with total of 7,000 patients. The Company also organized
mass circumcisiion for the communities around the toll
road. The amount of aid for the health improvement
activitiy was Rp 807,663,025
4. Development aid.
The amount of provided aid was Rp 5,785,001,944
which consisted of Material Aid for Drainage System
Improvement in Palembang, asphalt paving for the street
of Madrassa RT (Neighbourhood) 01, Rw (Community
Association) 10 in East Kalibata, South Jakarta, renovation
of Traffic Ploice Post for Cikampek Toll Access (off ramp
Halim, installment of concrete blocks in Administrative
Village of Cakung, support of trash cart (motorcycle
and manual) in East Jakarta and Bogor, Renovation
of Perimeter Wall, Asphalt paving for the street of
Cipambuan Village, Babakan Subdistrict, Madang
regency, establishment of embankment for football field
of Klepu Village, Semarang Regency, establishment
of village hall of East Wonokoyo Hamlet, Pasuruan
Subdistrict, establishment of water tower at ‘blind
kampong’ in Karanganyar, and establishment of Public
Bathing-Washing-Toilet facility (MCK) at 468 stalls at North
Minahasa Regency, South Minahasa Regency,Southeast
Minahasa Regency, Minahasa Regency, Tomohon City
and Sangihe Regency, also establishment of Daycare
(TPA) at Bersehati Market of Manado City, North Sulawesi
Province.
5. house of worship aid.
In regards of Jasa Marga’s 38th Anniversary, there was
simultaneous act of Musholla Bersih (Clean Prayer Rooms)
which located on the side/along the toll roads, which
came in the form of Musholla painting and distribution
of mukena (prayer hijab set) with the total of 45 aided
Musholla. Besides of Jasa Marga Anniversary activities,
the Company also provided material support for
establishment of Mosque and provision for the worship
in the form of carpets etc. in Rembang City, Suruh City,
Salatiga Regency. The amount of aid given was Rp
1,887,384,680
6. nature conservation aid.
The amount of provided aid was Rp 830,116,500 with the
following activities:
• Facility provision for Jasmapala (Jasa Marga
environmental activists) group, in the form of 2 units of
inflatable boat as anticipation for flood disaster relief;
• The activity of simultaneous clean river program at
9 Branches on 122 rivers, namely Ciliwung River
(Katulampa Dam), Cipinang River, km 62 of Citarum
River, Cisadane River, Pesanggrahan River, Cimoncang
River, Cinambu River, Cimahi River, Kelampisan River,
East Flood Canal, Besar Gunung Sari River and Deli
River, also planting Breadfruit and Mango trees.
• The planting of 11,400 trees to celebrate Jasa
Marga’s 38th Anniversary were celebrated not
only at the aforementioned riverbanks, but also at
Cisadane riverbank; collaborating with Banksasuci
NGO and planting fruit trees at Rest Area 88, among
others: mango, starfruit, water apple, otaheite apple,
cottonfruit, java plum, etc. and Pinetree planting at the
slope of Welirang Mountain, Tretes City; trees purchase
support in Banjarmasin namely water apple, rambutan,
Pontianak orange, mango & longan; also planting at
North Penunggangan Administrative Village, Pinang
Subdistrict,Tangerang City, namely mango, rambutan,
breadfruit & water apple.
114 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
Nature conservation activity at Jakarta-Cikampek toll road
7. Public social services for poverty alleviation.
The public social services in the form of provision of
Californian papaya seeds & mango trees for farmer group
of Kuwu Village, Mundu Subdistrict, Cirebon Regency;
demolition of uninhabitable houses in Wawuhan village,
Kedungbanteng Subdistrict, Banyumas Regency;
construction of stands, tents for street vendors in
Surabaya, and in regards of Safari Ramadhan (Ramadan
Gathering Trips) there was Ramadan Bazaar that came
as staples package consisted of: 10 kg of rice, 2 kg of
sugar and 2 litres of cooking oil for low income citizens
in Lebak Regency of Banten province, Ngawi & Madiun
Regencies, also Badung Regency of Bali Province. The
proceeds of the staples package sales will be redistributed
for house of worship aid purchase for the environment
where the Bazaar was held, and in regards of the 70th &
71st Indonesian Independence Anniversary, the Company
provided aid for the Veterans in the form of house
renovations in South Sumatra Province by 28 veteran
houses, and in North Sulawesi province by 25 veteran
houses. The amount of aid given was Rp 3,429,966,934.-
8. Public social services for training, promotion and
exhibition.
The amount of aid given was Rp 661,173,091 which
consisted of 2016 Adiwasta Nusantara Exhibition, Inacraft
Expo, JCC, supervision on packaging design & online
marketing for development partners, 2016 JITT Expo,
Ramadhan Expo 2016 and 2016 West Java Fashion &
Craft Expo.
115PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
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Corporate SecretaryPt JaSa MarGa (PErSErO) tBK.Plaza Tol Taman Mini Indonesia IndahJakarta 13550 IndonesiaTel : 62-21 841 3630, 841 3526, Fax : 62-21 841 3540Email : [email protected], [email protected]: www.jasamarga.com
116 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
GRi G4 Core index
President Commissioner Report
About Sustainability Report 2016
Company Profile
Sustainable Performance Highlight
President Director Report
2015 Overview on Sustainability Performance
117PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report
Innovation to Build Quality Human Resources
Innovation for Customer Satisfaction
Innovation in Economic Growth
Innovation in Guaranteeing the Occupational Health and Safety
Innnovation in Managing
Innovation on Managing Environment
Innovation for the Social Welfare(Comdev)
Pt Jasa Marga (Persero) tbk.
Plaza Tol Taman Mini Indonesia Indah
Jakarta 13550 Indonesia
Tel : 62-21 841 3630, 841 3526
Fax : 62-21 841 3540
Email : [email protected],
Website : www.jasamarga.com
2016SuStainabilityRepoRt