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Sustainability Report 2013

Toward Sustainable Growth

Starting with the construction and management of the first toll road in Indonesia, linking Jakarta-Bogor-Ciawi,

which was completed in the 1970s, Jasa Marga has continued to grow and strengthen and has taken its place as

Indonesia’s leading toll road operator. With originally only 59 km of toll-charged highway under its management,

this has now expanded to 560 km with 16 routes fully operational to support the smooth and efficient

transportation of goods and people, which in turn supports the increasing rate of economic growth in Indonesia.

Economic development and truely even development are necessary to create welfare for the people. With

increasing prosperity promising a bright future, Jasa Marga has the opportunity to grow its business. Jasa Marga

believes it has the ability to take advantage of these growth opportunities and is moving quickly to transform

itself, balancing competence and performance, designing programs for the construction of excellent highways

and realizing activities to guarantee sustainable growth, namely growth that is based on a foundation of

performance that balances economic achievement, social welfare and environmental conservation, which in turn

will ensure a better quality of life for future generations.

About Our Theme

33A pRimeR on JASA mARgA 67

enviRonmentAl ReSponSibility

113pRoduct ReSponSibility57

economic gRowth impRovement 107

JASA mARgA cAReS

ContentsgRi g4 core index 02

2013 Sustainability performance overview

07

message from the president director

13

Sustainability performance, Awards and certification in 2013

19

About this Report 27

A primer on Jasa marga 33

Sustainability governance 43

economic growth improvement

57

environmental Responsibility

67

Jasa marga’s human Resources development

81

Jasa marga cares 107

product Responsibility 113

laporan pengecekan Kesesuaian dengan gRi g4 core

118

Response Sheet on Jasa marga Sustainability Report 2013

119

2013 Sustainability Report 1

GRI g4 core index

Indicator Disclosures Page Assurance

GENERAL STANDARD DISCLOSURES

Strategy and Analysis

G4-1 Statement from the Board of Commissioner and Board of Director 7

Organizational Profile

G4-3 Name of the organization. 33

G4-4 Primary brands, products, and services. 34

G4-5 location of the organization’s headquarters. 33

G4-6 Location of the organization’s operates that are covered in the report. 33

G4-7 Nature of ownership and legal form. 33

G4-8 Markets served 35

G4-9 Scale of the organization 36

G4-10 Profle of the employees 96

G4-11 Collective bargaining agreements. 83

G4-12 the organization’s supply chain. 36

G4-13 Significant changes during the reporting period 36

G4-14 Precautionary approach or principle addressed 36, 50

G4-15 Externally developed economic, environmental and social charters, principles, or other initiatives

36, 48, 103

G4-16 List memberships of associations 36, 48

Identified Material Aspects and Boundaries

G4-17 The entities included in the organization’s consolidated financial statements that are covered by the report.

29

G4-18 Process for defining the report content and the Aspect Boundaries and how the organization has implemented the Reporting Principles for Defining Report Content.

29

G4-19 List all the material Aspects identified in the process for defining report content.

30, 51

G4-20 Aspect Boundary within the organization 30

G4-21 Aspect Boundary outside the organization. 30

G4-22 Effect of any restatements of information provided in previous reports, and the reasons for such restatements.

27

G4-23 Significant changes from previous reporting periods in the Scope and Aspect Boundaries.

27

Stakeholder Engagement

G4-24 List of stakeholder groups engaged by the organization. 51

G4-25 Basis for identification and selection of stakeholders 51

G4-26 The organization’s approach to stakeholder engagement 51

G4-27 Key topics and concerns that have been raised through stakeholder engagement.

51

PT Jasa Marga (Persero) Tbk2


Report Profile

G4-28 Reporting period 27

G4-29 Date of most recent previous report (if any). 27

G4-30 Reporting cycle 27

G4-31 Contact point for questions regarding the report or its contents. 31

G4-32 The ‘in accordance’ option chosen, GRI Content Index and cross reference to External Assurance report

27

G4-33 The organization’s policy and current practice with regard to seeking external assurance for the report.

31

Governance

G4-34 Governance structure of the organization, including committees of the highest governance body.

43

Ethics and Integrity

G4-56 The organization’s values, principles, standards and norms of behavior 38, 40, 48

SPECIFIC STANDARD DISCLOSURES

CATEGORY: ECONOMIC

Aspect: Economic Performance

G4-DMA Disclosure Management Approach (DMA) 59

G4-EC1 Direct economic value generated and distributed 59

G4-EC3 Coverage of the organization’s defined benefit plan obligations 94

Aspect: Market Presence


G4-EC5 Ratios of standard entry level wage compared to local minimum wage 84, 85

Aspect: Indirect Economic Impacts

G4-DMA Disclosure Management Approach (DMA) 107-109

G4-EC7 Development and impact of infrastructure investments and services supported

108

G4-EC8 Indirect economic impacts 60

CATEGORY: ENVIRONMENTAL

Aspect: Energy


G4-EN3 Energy consumption within the organization 72

G4-EN6 Reduction of energy consumption 72



Aspect: Emissions


G4-EN15 Direct greenhouse gas (GHG) emissions (Scope 1) 73

G4-EN19 Reduction of greenhouse gas (GHG) emissions 72

CATEGORY: SOCIAL

SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK

Aspect: Employment


G4-LA1 New employee hires and employee turnover 86

G4-LA2 Benefits provided to full-time employees that are not provided to temporary or part-time employees

93

Aspect: Occupational Health and Safety


G4-LA6 Injury and rates , occupational diseases, lost days, and absenteeism, and total number of workrelated

98, 102

G4-LA8 Health and safety topics covered in formal agreements with trade unions

98

Aspect: Training and Education


G4-LA9 Average hours of training per year per employee 90

G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

92

G4-LA11 Employees performance and career development reviews 86, 92

Aspect: Diversity and Equal Opportunity


G4-LA12 Composition of governance bodies and breakdown of employees 85, 96

Aspek Remunerasi yang setara


G4-LA13 Ratio of basic salary and remuneration of women to men 85

Aspect: Supplier Assessment for Labor Practices


G4-LA14 Percentage of new suppliers that were screened using labor practices criteria

51



SUB-CATEGORY: HUMAN RIGHTS

Aspect: Freedom of Association and Collective Bargaining


G4-HR4 Operations and suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated

84

Aspect: Supplier Human Rights Assessment


G4-HR10 Percentage of new suppliers that were screened using human rights criteria

51

SUB-CATEGORY: SOCIETY

Aspect: Local Communities

G4-DMA Disclosure Management Approach (DMA) 63, 107

G4-SO1 Percentage of operations with implemented local community engagement, impact assessments

63, 107

Aspect: Anti-corruption


G4-SO4 Communication and training on anti-corruption policies and procedures

104

G4-SO5 Confirmed incidents of corruption and actions taken 104

SUB-CATEGORY: PRODUCT RESPONSIBILITY

Aspect: Product and Service Labeling


G4-PR5 Results of surveys measuring customer satisfaction 116


Jembatan Cikubang, Cipularang.


2013 Sustainability Performance Overview



About this Report

A primer on Jasa marga

Sustainability governance




Jasa marga cares

product Responsibility

2013 Sustainability performance Overview


2013 Sustainability performance Overview

ECONOMIC PERFORMANCE OVERVIEW(Rp billions)

2011

4,98

9

5,72

5

6,33

4

2012 2013

Economic Value Obtained1

20111,

185

1,44

0

1,42

9

2012 2013

Economic Value Retained4

2011

3,80

4

4,28

4

4,90

4

2012 2013

Distributed Economic Value2

2011

943

1,14

2

1,06

1

2012 2013

Contribution to State Revenues3

14.7 RP BILLION (including administrative costs)

total

community development Funds distributed

COMMUNITY DEVELOPMENT

1. economic value obtained : total Revenue2. distributed economic value : expenses paid to partners/contractors, employees, bank interest, tax, dividends, cSR/pKbl allocation, etc.3. contributions to State Revenues : taxes and dividends paid to the State.4. economic value Retained : Remaining revenue after expenses (2) and (3) for business development.




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Programs• Designed and declared the Mid to Long-Term Environmental

Road Map.• Saved energy for Highway Lighting by switching to Solar Cells

and LED lighting on various toll roads under our management. • Office building energy efficiencies by:

a. Replacing light bulbs with LED lighting. b. Regulating temperatures on room coolers (AC).c. Campaigning to save electricity.d. Pioneering the use of timers for outdoor lighting.

• Recycling water for outdoor uses and watering plants. • Greening areas along and around toll roads.

01ENVIRONMENTAL PERFORMANCE OVERVIEW

Results and Realizations

• Reduced CO2 emissions by at least the equivalent of 720.1 tons carbon.

• Saved electricity equivalent to 1,056,181.5 Kwh in one year from Toll Road Lighting.

• Planted 75,833 trees in the Toll Road Greening program

• Planted 10,000 mangrove seedlings around Tol Belmera in Bali.

• Handed over 1,400 seedlings for greening along the Jagorawi toll road.

02


Religious Assistance• Assistance building and

developing Cisadane Mosque in Bogor.

• Assistance to renovate mosques and other religious facilities around toll roads.

02

Assisted in Improving Social Welfare

ProgramsEducation and Training• Provided school equipment in

elementary, junior high and senior high schools.

• Improved infrastructures in junior high and senior high schools.

• Realization of the Teaching Directors Movement in several senior high schools in Badung, Palembang, Tulung Agung, Semarang and Medan.

• Scholarships for high achieving students.

01SOCIAL PERFORMANCE OVERVIEW




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Disaster Relief1. Emergency response to flooding

around Jakarta by providing staple goods.

2. Post-flooding rehabilitation assistance in Jakarta, Bekasi, Tangerang, Karawang and Bandung, including school equipment and cleaning tools to clean the area and public facilities.

04

Assistance for Public Facilities and Infrastructure 1. Marking out school safety zones

conducted by all branches and subsidiaries of PT Jalantol Lingkarluar Jakarta.

2. Asphalting roads and improving drains in Gunung Putri and Kampung Rambutan districts.

3. Building compost stores and trash bins, MCK (toilet, bathing and washing facilities) and bore holes.

4. Building bridges, arranging the layout in local areas (penataan lingkungan), creating talud and pos kamling, as well as building side roads in all working areas around toll roads under our management.

03


Message from The President Director(G4-1)

to maintain and improve environmental quality and improve the carrying capacity of the environment to sustain road foundation structures, Jasa marga participates fully in efforts to reforest areas prone to landslides around its highway network.


Message from The President Director


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Adityawarmanpresident director

RESPECTED STAKEHOLDERS,

One of the problems constraining

the pace of investment in

Indonesia is limited infrastructure,

including transportation

infrastructure, be it by land, sea

or air. The problem with land

transportation, especially as

related to toll roads, is that despite

having commenced in 1978 with

the Jakarta-Bogor-Ciawi toll road

as the first toll road in Indonesia,

the development of additional toll

roads across the country has been

very slow in comparison to the

growth in number of vehicles.

A variety of obstacles being faced

to add to the toll road network

ranges from land acquisition, to

funding and regulatory certainty,

meaning that as of end 2013,

Indonesia had only a total of 738

km of toll road.

The toll road infrastructure has had

a significant impact on the level

and quality of economic growth,

with economic progress in areas

with toll roads proven to have risen

rapidly, with the most rapid growth

in areas with entry and exit ramps

to the toll road network.

PARTICIPATION IN IMPROVING THE NATIONAL ECONOMYJasa Marga is a State-Owned

Enterprise and has pioneered the

construction and operation of toll

roads in Indonesia. The company

has long understood and believed

in the positive correlation between

economic growth in an area and

the availability of a highway

infrastructure. Therefore, Jasa Mara

is determined to fully participate

in building an integrated highway

infrastructure in Java and other

areas of Indonesia as part of the

Master Plan for the Acceleration

and Expansion of the Indonesian


Economy (MP3EI) promulgated by

the Government.

Jasa Marga is, and will continue

to be, determined to develop its

business through the application

of sustainable business practices,

especially considering the “green

business” era that has sprung

up out of the concerns of the

international community with

regard to global warming and the

subsequent drive to improve the

quality of the environment and

local communities. The company

is committed to business

development that demonstrates a

high level of social responsibility

to the environment, improves

the quality of local communities

and effective and efficient

company operations that improve

economic performance. All

this work is aimed at meeting

stakeholder expectations, while at

the same time improving value for

shareholders in the long term.

UPHOLDING SUSTAINABILITY To participate in maintaining

the sustainability of the planet

and all its contents, Jasa Mara

has adopted the principle of

sustainable business growth

at every level of operations,

implementing business based on

the 3P principle of People, Planet

and Profit, which means that

prior to, during and after highway

construction, Jasa Marga carefully

considers all aspects, social and

economic, and puts this analysis

into a variety of documents,

including the Environmental

Impact Analysis (EIA).

During all stages of highway

construction, Jasa Marga is fully

committed to emphasizing a

social approach to ensure a

good long-term relationship

with the local communities,

while ensuring the continued

growth and development of

livelihoods. In the construction

phase, Jasa Marga ensures full

compliance with provisions of the

EIA to be mindful of the impact

of highway construction on the

environment and the lives of local

communities.

The process of demolition,

excavation and backfill for the

road foundations is conducted

with consideration of the

environment and implements

the 3R principle (Reduce, Reuse,

Recycle) for materials used to

construct the road. Jasa Marga

ensures the implementation of

various initiatives in the field

to minimize the social and

economic impact, ranging from

handling local traffic congestion

to dispersing dust and spilled soil

from around the excavation site.

During the operational phase,

Jasa Marga always ensures full

compliance with all minimum

service standards, encompassing

road quality maintenance,

provision of lighting and other

supporting infrastructure and

facilities.

Jasa Marga continues to strive to

improve highway management to

be more environmentally friendly.

Several follow up actions have

been enhanced during 2013,

including making use of recycled

materials in construction,

reducing electricity consumption

by the equivalent of 88,015.12

KWh/month through increased

use of solar cells and LED lighting

for street lighting, as well as

planting approximately 76,000

trees along highways under our

management.

To maintain and improve

environmental quality and to

increase carrying capacity for

road foundation structures, Jasa

Marga has fully participated

in reforesting areas prone

to landslide around its road

network. The intensification of

this revegetation program in hilly

areas around highways has seen

meaningful results, with areas

prone to landslide now beautiful,

lush, artificially wooded areas.

These revegetation programs

demonstrate the Company’s

commitment to safeguarding

ecosystems around its highways

and to maintaining a high level of

biodiversity.

To support the growth and

development of business

activities that facilitate improved

community welfare, the Company

has provided space for businesses

in rest areas at certain distances

along its highways. In these




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rest areas, the Company has

defined certain areas as areas for

its business partners to provide

a variety of products, both

food and goods. In addition to

providing rest areas, the Company

has expanded the scope of

its business partners in areas

approaching ramps that exit/

enter its highway network.

In 2013, the Company continued

to support its current business

partners as part of its community

empowerment program.

However, in accordance with

regulations issued by the SOE

Ministry, the Company was not

permitted to disburse soft loans

to business partners during 2013.

To support the achievement

of an Occupational Health and

Safety (OHS) culture across all

aspects of highway construction

and management, the Company

realized a number of relevant

programs. During construction,

the Company ensures OHS is

applied by all its contractors

for all activities; this is followed

up with periodic unannounced

inspections. The Company

provides facilities to support

safety, including complete and

well-maintained signs, First Aid

patrol vehicles, ambulances and

support to improve health clinics

located close to highway entry/

exit ramps.

In addition to providing

infrastructure and Personal

Protective Equipment (PPE),

the Company is sponsoring a

program and installing banners to

campaign for safe driving along

highways, including its toll roads.

Included in this program is public

education and the publication

of a book entitled “I Obey Traffic

Regulations”.

Satisfactory results are being

attained through this range

of programs. This is reflected

in there being no workplace

accidents resulting in death,

serious injury or light injury, and

thus no loss of working hours

due to accidents. The Company

is committed to improving this

achievement in the coming years.

IMPROVING SERVICEIn the interest of improving

customer service performance,

the Company is focused on two

main areas: customer satisfaction

and operational efficiency. To

improve the satisfaction of its

customers using the toll road

network, several programs are

being implemented.

First, maintenance and improving

the quality of the toll road

network under our management,

including making improvements

to the layout and facilities at toll

gates. The Company has been

building and adding to its toll

gate facilities at several strategic

points to facilitate customers

easily entering and exiting the toll

network, without causing traffic

During construction, the Company ensures OHS is applied by all its contractors for all activities; this is followed up with periodic unannounced inspections

congestion. At certain points

and times, the Company has

additional officials take payments

from customers in the queue to

speed up transaction times.

Secondly, toll payment

mechanisms are being improved

through the use of E-toll cards

and automatic toll gates (GTO)

at several key gateways. Third,

information is provided about

traffic conditions on the toll roads

through the Jasa Marga Traffic

Information Center (JMTIC) in

cooperation with the National

Police’s Traffic Management

Center (TMC), the installation

of VMS that streams video of

road conditions and makes

this information available to

smart phone devices. Fourth,

customer satisfaction surveys are

distributed to obtain feedback on

how to improve the quality and

services of toll roads under our

management. Fifth, a complaints

procedure is in place which can

be accessed by phone or by SMS.


All these efforts to improve

customer satisfaction are part

of our fulfillment of Minimum

Service Standards, which are a

requirement for periodic tariff

adjustments determined and

studied by the Government.

To improve operational

efficiencies, the Company has

implemented various programs,

including building the GTO, which

also improves service quality.

Preparing Talented Human

Resources of High Integrity

Considering future business

prospects and development

plans, the Company has

implemented a variety of Human

Resource (HR) programs aimed

at fulfilling its requirement for

leaders and competent labor of

high integrity in the future.

Jasa Marga employees in excess

of 5,000 people every year. Some

of the Company’s employees are

local recruits from Jasa Marga’s

nine work areas. Through its

facilities at the Jasa Marga

Development Center (JMDC), the

Company provides training and

education to 5,162 employees

with a total of 118,241 hours of

training in the year at an average

of 26.8 hours/employee.

In addition to determining

minimum participation in the

training program, to improve the

competencies of this workforce

the Company conducts special

training, a knowledge sharing

program and runs innovation

competitions to foster an

innovative culture. As part of its

measures to prepare leaders of

the future, the Company also runs

a management talent program,

which consists of special training

for employees and supervisors

with adequate competence

and performance. To ensure all

employees work to their best

ability, Jasa Marga provides an

individual performance-based

remuneration package that is

attractive within the industry.

The Company promotes its

corporate values regularly and

requires employees to sign

an integrity pact periodically

to instill a culture of integrity.

In addition, Jasa Marga has

developed and implements a

whistleblowing system that

facilitates all parties reporting

any infringement of regulations

by Jasa Marga personnel.

The Company ensures the

confidentiality of complainants

and guarantees to follow up all

reports that fulfill the criteria for

substantial proof.

AWARDSA number of Jasa Marga’s

financial, environmental and

community achievements have

been recognized in 2013 by

external parties and awards have

been made, including for: Service

Excellence at Jasa Marga Traffic

Information Center in the Public

Service category in the 2013

Service Quality Award, and Very

Good Achievement for an SOE for

2012 Financial Performance in the

Non-Financial Industry Category

awarded by Infobank SOE Awards

2012, and so on.

TAKING ADVANTAGE OF GROWTH OPPORTUNITIES TO SUPPORT STATE DEVELOPMENTConsidering the magnitude of the

contribution made by highways to

regional economic development

and the national economy, Jasa

Marga is determined to realize

several of its plans for highway

development across Indonesia

in a timely manner. To achieve

this, the Company is prioritizing

completion of highways that

can be integrated into the whole

highway network in specific areas





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to reduce traffic congestion on

other main roads.

In addition to integrating

highways in urban areas, in the

mid to long term, Jasa Marga

is determined to realized inter-

region highways, including

building the Jakarta-Surabaya

offshore highway to minimize the

need for land acquisition.

With stable economic growth

and a relatively high population

density, Indonesia needs an

extensive network of highways to

support inter-region mobility. The

Company is ready to anticipate

and take advantage of this growth

opportunity by investigating

cooperation and accumulating

retained profit to fund future

business development.

CLOSINGFinally, on behalf of PT Jasa

Marga (Persero) Tbk., we would

like to thank and express our

sincere appreciation to all

our staff and employees, the

Shareholders, Government

and local communities, toll

road users, as well as business

partners and other stakeholders

for the cooperation and support

in developing the Company’s

business sustainably.

May God Almighty bless us all.

PT Jasa Marga (Persero) Tbk,

AdityawarmanPresident Director


South Sentul, Jagorawi.



Sustainability Performance, Awards and Certification in 2013

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Sustainability Performance, Awards and certification in 2013


Sustainability performance 2013

0121

04

28FeBRuARyJANuARy

MARCH

FeBRuARy

Promoting the Whistleblowing

System to Strengthen GCG

Jasa marga realized implementation

of its whistleblowing System by

disseminating information on its

application to all relevant work units

in head office and branch offices as

implementation of the gcg Roadmap.

Jasa Marga Assists Flood VictimsJasa marga provided assistance by handing over 1,500 aid packages containing instant noodles, biscuits, mineral water and cleaning tools to victims of the flooding around Jakarta in the areas of poncol Jaya, cililitan, bukit duri, cawang and Kampung makasar.

in addition, Jasa marga also prepared medical teams, along with the necessary doctors and medications, to be placed at several areas, where required.

Assistance for 15 Former National

AthletesJasa marga gave Rp50 million to each of 15 former national athletes with international achievements in various sports in appreciation of their achievements. the presentation was made in person by Jasa marga president director Adityawarman and Soe minster dahlan iskan at the national Sports committee (Koni) office.

Planting 15,000 Trees around

Toll Roads

Jasa marga simultaneously provided

assistance to plant fruit trees along

toll road corridors on thursday, 28

February. As many as 1,400 types

of fruit tree were planted, including

soursop, guava and breadfruit

trees. Across its operational areas

throughout indonesia, Jasa marga

handed over 15,000 trees as part

the company’s concern for the

environment through reforestation.

06 MARCH

Launch of the New Vision, Mission and

Corporate Values at the Jasa Marga

Award event

As part of the company

transformation program

implementation, the new vision,

mission and corporate values were

launched at the Jasa marga Awards

program, an event in which awards

are given to employees and branches

with the best performance.

10 MARCH

Jasa Marga Family Gathering

to enhance the feeling of family

between employees and the

management, Jasa marga held a

Family gathering at the cibubur

camping grounds attended by Jasa

marga employees and their families

to commemorate Jasa marga’s 35th

anniversary.




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28 05MARCH APRIL

Handing Over 2,500 Assistance Packages to Schools

marga simultaneously handed over community

development assistance to 50 elementary schools across

the operational areas of the branch offices and the

Subsidiary (pt JlJ). this took the form of 2,500 packages

of school equipment.

this program is part of the company’s care for the world

of education and support for improved teaching facilities

in schools.

educational Facilities for educational Institutions

the Jagorawi branch of Jasa marga provided assistance

to 15 educational institutions, comprising 2 educational

Foundations, 1 youth group, 1 islamic boarding School, 6

elementary Schools (Sd), 1 Junior high School (Smp), 3

Senior high Schools (SmA) and 1 vocational high School

(SmK). this assistance took the form of computers,

sporting equipment and school equipment for students

and reflected the company’s care for the educational

world.

02 JuLI

Mass Circumcision in Surabaya

50 boys aged between 5-12 years old took part in this

mass circumcision program held by Jasa marga’s

Surabaya-gempol branch in cooperation with the

Surabaya Alms office. this activity was part of the

commemorations of the 27th Anniversary of the

Surabaya-gempol branch. A donation of Rp 37.5 million

was also made to the Alms office to be distributed to

those in need.

04 JuLy

Staple Goods Distribution for SOes Care ahead of

Religious Holidays

to greet the Ramadhan 1434 h fasting month, Jasa

marga took part in the Soes care program and

distributed staple goods at 15 locations in east Jakarta,

around the head office, ctc branch office and Jagorawi.

during this program, Jasa marga distributed 2,700

packages comprising 2 liters cooking oil, 5 kg rice and 2

kg sugar. in addition to helping low-income families, this

activity demonstrated Jasa marga’s care for those living

in the vicinity of its highways.


AuGuST

Creating ZoSS for Schools Around Jasa Marga Branches

Across Indonesia

in a program themed “devoted to the State for the Safety

of School children”, Jasa marga simultaneously in all

its branches marked out School Safety Zones (ZoSS) at

each school. this program is expected to help safeguard

children while crossing the road.

3022 MAy

Free Healthcare for Residents in the Highway Vicinity

the Surabaya-gempol branch of Jasa marga, in

cooperation with pt Jasamarga pandaan tol, a subsidiary,

provided free healthcare to 300 residents living around the

construction site of the gempol-pandaan highway. this

free healthcare event was held in 8 villages along the toll

road corridor. the event was followed up by donations of

cleaning equipment made to residents.

OCTOBeR28

Technical Guidance for Gratuity Control across Branches

the corruption eradication commission (KpK) team

visited the Jagorawi branch of Jasa marga to hold

a technical guidance program for gratuity control.

through this training, Jasa marga employees are expected

to recognize and have a clear guideline on gratuities, and

to be able to consistently implement gratuity control in the

Jasa marga environment. this activity was in follow up to

the mou previously signed between Jasa marga and the

KpK.

11JuLy

Gratuity Control in Cooperation with the Corruption

eradication Commission (KPK)

Jasa marga signed an mou with the KpK to develop a

system to control gratuities. the KpK provided assistance

by assessing Jasa marga’s readiness to implement this

gratuity control program and provided technical guidance to

the gratuity control program team (ppg).




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05 SePTeMBeR

Construction of Religious Facilities

Jasa marga’s Jakarta-cikampek branch provided

Rp107 million assistance in building materials and floor

covering for the construction of Al hikmah mosque close

to the Jakarta-cikampek toll road. this activity took

place to foster a closer relationship with the community

living close to the road and to create a sense of

togetherness to keep the area around the highway clean.

03 OCTOBeR

Signing an Mou for the Jakarta-Surabaya Offshore

Toll Road

the directors of Jasa marga and of 18 other Soes

working together under the Jakarta-Surabaya offshore

toll Road construction consortium signed an mou for

the preparation of plans to cooperate in the Jakarta-

Surabaya offshore toll Road, in which Jasa marga will

take the lead as consortium coordinator.

21 20NOVeMBeR DeCeMBeR

Free Tire Inspections for Road users

Jasa marga’s Jagorawi branch worked in cooperation

with the indonesian tire company Association (Apbi) to

conduct tire inspections at the Km 10A Rest Area on Jalan

tol Jagorawi. this activity was conducted to suppress the

number of accidents occurring on the highway caused

by burst tires. the public enthusiastically greeted this

initiative and participation was high with the tires on 1,300

vehicles being checked during the event.

Reforestation in Surabaya

the Surabaya-gempol branch of Jasa marga once again

planted trees at the dupak interchange, this time 1,000

hibiscus, 500 polyalthia longifolia, 200 fermis acacia and

100 manium acacia.

Jasa marga employees took part in the planting, which

was also part of the government’s one billion trees

program.


Sustainability Awards and certification for 2013

“Service Quality Gold Award 2013 in Toll Road category” award in the 2013 Service Quality Award event held by Carre-Center for Customer Satisfaction & Loyalty (Carre CCSL) and Service excellence magazine. (28 May)

Contact Center Service excellence Award (CCSeA) for Jasa Marga Traffic Information Center (JMTIC) with a ranking of excellent in Service Performance in the Public Service category. This award was made by Carre-Center for Customer Satisfaction & Loyalty and Service excellence Magazine.

Award from the SOe Minister for achievements and breakthrough performance by Jasa Marga to accelerate construction of the Bali Mandara toll road.

07 28MAy19MARCH MAy

Anugerah SOe 2013 Ranking III Best Competitive SOe Infrastructure and Ranking III Best GCG in Open SOe category.

06 DeCeMBeR

Indonesia Good Corporate Governance Award 2013 Indonesia Trusted Companies.

16 DeCeMBeR

Jasa Marga received an award for Best CeO Commitment to Human Capital Management and Best Human Capital Initiative (Career Management) at the Indonesia Human Capital Study (IHCS) event held by Dunamis Human Capital in cooperation with Business Review magazine.

05 DeCeMBeR

Global Performance excellence Award for a World Class Large Service Organization from the Asia Pacific Quality

06 OCTOBeR

Most Improved Frontliner, as well as Case Study of The year, 2013 in the 9th National Customer Service Championship 2013 in Most empowered Team Leader category, from Carre-Center for Customer Satisfaction & Loyalty (Carre

Sustainable and Responsible Investment Index (SRI) KeHATI Appreciation 2013 from yayasan KeHATI

18 JuLy 31 JuLy




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Jasa marga cares



All Jasa marga branch offices have been awarded toll road operation quality

certification.

highwAy mAnAgement QuAlity SpeciFicAtionS

All Jasa marga branch offices have been awarded toll road operation quality certification.

Jasa marga toll Road operation Quality certification

branch iSo certification issued in(date, month, year)

period of validity of iSo 9001:2008 certification (date, month, year)

Jagorawi 10-01-2000 23-08-0211 to 23-08-2014

Surabaya-Gempol 19-04-2001 19-04-2013 to 19-04-2016

Palikanci 21-07-2004 21-07-2013 to 21-07-2016

Balmera 12-10-2004 12-10-2013 to 12-10-2016

Jakarta-Tangerang* 22-12-2004 22-12-2010 to 22-12-2013

Semarang 06-01-2005 06-01-2011 to 06-01-2014

Jakarta-Cikampek 04-02-2005 04-02-2011 to 04-02-2014

Cawang-Tomang-Cengkareng 15-02-2005 15-02-2011 to 15-02-2014

Purbaleunyi* 22-12-2005 22-12-2010 to 22-12-2013

*Recertification has taken place, awaiting issuance of certification by SgS.



bearing in mind that this is the first time we have used the gRi g4 format for our sustainability report, we have chosen to use the core option to prepare our 2013 Sustainability Report.

Jalan Tol Bali Mandara.




About This Report






Jasa marga cares


272013 Sustainability Report

About this Report

This is the fourth year for PT Jasa

Marga (Persero), or Jasa Marga,

to produce a report under the

name Sustainability Report, with

the first published in 2010. These

sustainability reports are intended

to add value to our stakeholders

by reporting on the variety of

programs the Company runs

and its participation in efforts to

safeguard the sustainability of the

planet and all its contents. This

report is also intended to fulfill the

requirement set out by the Financial

Services Authority through Decree

of the Chairman of Bapepam-

LK No. KEP-431/BL/2012 dated

1 August 2012 concerning the

Submission of Annual Reports for

Publicly Listed Companies, which

requires publicly listed companies

to provide information on the

implementation of their Corporate

Social Responsibility programs

either as part of an annual report or

in a separate Sustainability Report.

REPORTING PERIODWe prepare a Sustainability Report

every year. The 2013 Sustainability

Report contains information on

sustainability performance for

the period 1 January 2013 – 31

December 2013, and contains

information on Jasa Marga’s

economic, environmental and social

performance.

As in previous years, this report

is aimed at investors and other

stakeholders, including creditors,

the labor union, suppliers,

customers, the government and

other relevant parties, as a basis

for their decision making. Through

this report, they are also able to

assess to what extent Jasa Marga

has achieved its mandated level of

corporate social and environmental

responsibility as defined in

applicable legislation.

(g4-22, g4-23, g4-28, g4-29, g4-30, g4-32)


USE OF GRI-G4 GUIDELINES AS REFERENCEIn relation to the issuance of the most recent, 4th

Generation, Sustainability Reporting Guidelines by

Global Reporting Initiative (GRI), we have compiled

this report based on the guidelines referred to as GRI

G4. As such, this is our first report based on GRI G4,

with previous reports based on the GRI G3.1 guidelines.

While there are small changes to the presentation,

there are no significant changes that impact on the

comparability of data from previous years.

In GRI G4, there are two format options for

sustainability reports, namely Core and

Comprehensive. The “Core” option contains the

most basic and important information required by

stakeholders. Meanwhile, the “Comprehensive” option

is an expansion of the “Core” option with much more

substance and complete supporting data reported

and presented. As this is our first GRI G4 format report,

we have chosen to the Core option for the 2013

Sustainability Report.

To demonstrate compliance in accordance with the

GRI G4 Core indicators, we have provided special

markers on each relevant page to facilitate the reader

easily finding information related to each indicator. In

addition, we have included the complete G4 Core index

on page 2.

Cimanggis, Jagorawi.2013 Sustainability Performance Overview



About This Report

A Primer on Jasa Marga

Sustainability Governance

Economic Growth Improvement

Environmental Responsibility

Jasa Marga’s Human Resources Development

Jasa Marga Cares

Product Responsibility


Step 1IDENTIFICATION

SustainabilityContext

SustainabilityContext

Materiality

Stakeholder Inclusiveness

Completeness

Stakeholder Inclusiveness

Step 2PRIORITIZATION

Step 4REVIEW

Step 3VALIDATION

2013Sustainability

Report

Report Content Determination Flow Process

REPORT BOUNDARY (G4-17) The financial data presented in this report also covers

our consolidated subsidiaries. Jasa Marga has majority

ownership in 12 subsidiaries, as noted in the business

unit and subsidiaries section on page 59.

The environmental and social performance information

presented in this report is joint information for the

parent company and several subsidiaries with different

levels of ownership. The Jasa Marga subsidiaries that

have contributed data and information for this report

are PT Jalantol Lingkarluar Jakarta, PT Marga Sarana

Jabar, PT Trans Marga Jateng, PT Marga Kunciran

Cengkareng, PT Marga Trans Nusantara, PT Marga

Lingkar Jakarta, PT Marga Nujyasumo Agung, PT Trans

Marga Jatim Pasuruan, PT Jasamarga Bali Tol, PT Marga

Bumi Adhika Raya and PT Sarana Margabhakti Utama.

All Jasa Marga’s subsidiaries are generally engaged in

the toll road business with a similar level of risk, with

only a few engaged in property.

REPORT CONTENT PRINCIPLES AND DETERMINATION PROCESS (G4-18)In accordance with GRI G4, the content of this report

is based on 4 (four) principles, namely: Stakeholders

inclusiveness; Materiality and Sustainability context

and Completeness.

Jasa Marga has considered the expectations of

its stakeholders, including paying attention to

the input/feedback received regarding last year’s

report to determine the report content (stakeholder

inclusiveness). As per the principle of materiality,

this report emphasizes the presentation of issues or

aspects that are considered important and necessary

for stakeholders in the decision making process. In

addition, the report has considered sustainability issues

relevant to the report issuer (sustainability context) and

seeks to show quantitative and qualitative data that

completes the appropriate context based on the GRI

G-4 “Core” reporting scope.

The steps to determine the report content are

illustrated in the Report Content Determination Process

Flow Chart that follows:


DETERMINING MATERIALITY LEVELIn accordance with the principle of stakeholder inclusiveness, Jasa Marga has asked for the opinion of its

stakeholders on the importance of issues disclosed in the 2013 Sustainability Report through a Stakeholder Survey

sent to the labor union, suppliers, customers, road users, investors, associations and NGOs. The results of this survey

will provide an illustration of the materiality level of the issues reported, such as the materiality level graphic below.

DETERMINING MATERIAL ASPECTS AND BOUNDARY (G4-19, G4-20, G4-21)Material aspects and boundary are determined based on issues that have a significant influence for Jasa Marga, its

subsidiaries and suppliers. The determination process involved Jasa Marga employees from various work units, who

gathered for a G4 workshop on 28 February. The workshop participants contributed data to this 2013 Sustainability

Report. In the workshop, participants analyzed material aspects and the boundary for the 2013 Sustainability

Report content with the following results:

Improving the Well-being of Employees

Community Economic Empowering

Service Quality

Training and Education

Sustainable Supply Chain

Rights of Employees

Occupational Health and Safety

Customer Satisfaction

Energy Efficiency

Contribution to State Revenue

Low Medium High

Low

Med

ium

Hig

h

Community Development

Human Rights

Impo

rtan

t to

Stak

ehol

ders

Important for the Company




About This Report






Jasa Marga Cares



Subsidiaries

Tran

sporta

tion Cleaning ServiceParam

edics

Security

Tol C

olle

cto

r*

Subsidiary

Outside the Company

Jasa Marga

ASSURANCE (G4-33)Jasa Marga strives to improve the quality of its

published reports. However, for this 2013 report, the

Company has not assigned an external independent

assessor to carry out assurance on the sustainability

report. However, for future reports, the Company

intends to appoint an independent external assessor to

conduct this assurance.

CONTACT ADDRESS (G4-31)Jasa Marga hopes that it will receive input and

feedback from readers to improve future Sustainability

Reports. The input and advice related to this report can

be submitted to Jasa Marga by the following methods.

CONTACTDavid Wijayatno

PT Jasa Marga (Persero) Tbk.

Head Office Plaza Tol Taman Mini Indonesia Indah,

Jakarta 13550, Indonesia

Telephone : +6221 841 3630, 841 3526

Facsimile : +6221 841 3540

website : www.jasamarga.com

e-mail : [email protected]

[email protected]

Material Aspect BoundaryWithin the Company Outsite the

CompanyJasa Marga SubsidiaryCategory: EconomicEconomic PerformanceMarket PresenceIndirect Economic Impacts Category: EnvironmentalEnergyEmissions Category: SocialEmploymentOccupational Health and SafetyTraining and EducationDiversity and Equal OpportunitySupplier Assessment for Labor PracticesFreedom of Association and Collective BargainingSecurity PracticesSupplier Human Rights AssessmentAnti-corruptionProduct and Service Labeling

* Outsourcing hire was terminated since November 2013.

Outside the Company


As it strives to increase the number of toll road concessions, Jasa marga also aims to increase its ownership of subsidiaries with toll road concessions.

Jasa Marga Head Office.




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Jasa marga cares



A Primer on Jasa marga

PT Jasa Marga (Persero) Tbk, or Jasa

Marga in short, is a State-Owned

Enterprise (BUMN) headquartered

at Plaza Tol Taman Mini Indonesia

Indah, Jakarta. It has 9 branches and

12 subsidiaries and employs a total

of 4,875 personnel. Jasa Marga is the

concession holder of 22 toll roads,

including by its 9 subsidiaries, with

a market share of 73% of total toll

road length throughout Indonesia, 16

segments of which, with 560 km of

length, have been in operation.

(G4-3, G4-5, G4-6, G4-7)

Pursuant to its Articles of Association,

the Company is also engaged in a

number of supporting businesses,

namely:

1. Property development in areas

adjacent to the toll road corridors.

2. Services for businesses related

to transportation modes,

distribution of solid/liquid/gaseous

materials, information technology

infrastructure, technology and

communications that are linked to

the toll road corridors.

3. Trade and services related to the

construction, maintenance and

operating of toll roads.

The above business activities are

conducted by Jasa Marga and

consist of the phases of planning,

construction, operational, and

maintenance of toll roads and their

supporting facilities, so that these

roads may function as a highway and

yield more benefits compared to non-

toll roads.


Through the Toll Road Operating Agreement or

Perjanjian Pengusahaan Jalan Tol (PPJT) signed on 7

July 2006, the concession period of thirteen segments

of Jasa Marga’s toll roads that at that time had been in

operation is 40 years, effective starting on 1 January

2005.

Since 2006, Jasa Marga has signed 6 other Toll Road

Operating Agreements or PPJT, each one for the Bogor

Outer Ring Road, whose concession is held by PT Marga

Sarana Jabar, the Semarang–Solo Toll Road held by PT

Trans Marga Jateng, the Gempol–Pasuruan Toll Road

held by PT Trans Marga Jatim Pasuruan, the Gempol–

Pandaan Toll Road held by PT Jasamarga Pandaan Tol,

the JORR W2 North Toll Road held by PT Marga Lingkar

Jakarta, and the Surabaya–Mojokerto Toll Road held by

PT Marga Nujyasumo Agung.

As it strives to increase the number of toll road

concessions, Jasa Marga also aims to increase its

ownership of subsidiaries with toll road concessions.

In 2009, Jasa Marga increased its percentage of

ownership and became majority shareholder of PT

Marga Kunciran Cengkareng, the concession holder of

the Cengkareng–Kunciran Toll Road; PT Marga Trans

Nusantara, the concession holder of the Kunciran–

Serpong Toll Road; and PT Marga Nujyasumo Agung,

the concession holder of the Surabaya–Mojokerto Toll

Road, with a concession period of 35 years. In 2011,

Jasa Marga increased its percentage of ownership and

became majority shareholder, through the purchase

of existing shares, at PT Marga Bumi Adhikaraya, the

concession holder of the Gempol–Pandaan Toll Road,

with a concession period of 35 years. In addition, in a

consortium of 4 SOE, Regional SOE (BUMD) and the

Regional Government, Jasa Marga was appointed

as the pioneer for the Nusa Dua–Ngurah Rai–Benoa

Toll Road in Bali, with a concession period of 45

years. Altogether, by the end of 2013, Jasa Marga has

obtained 9 additional toll road concessions in which it

is the majority shareholder.

Through its 9 branches and 10 subsidiaries engaged

in the toll road business, Jasa Marga is the concession

holder of 22 segments of toll roads, of which 18, with

a total length of 560 km have been in operation,

including four new segments that are gradually being

put into operation, i.e. Bogor Outer Ring Road Toll Road

Section 1 Sentul Selatan–Kedung Halang (3.8 km),

Semarang–Solo Toll Road Section 1 Semarang–Ungaran

(10.8 km), Surabaya–Mojokerto Toll Road Section 1A

Waru–Sepanjang (2.3 km), JORR W2 North Toll Road

Kebon Jeruk–Ciledug (5.7 km) and the fully-operational

Nusa Dua–Ngurah Rai–Benoa Toll Road (10 km). By the

end of 2013, Jasa Marga has held a national market

share of 73% of the toll road business, in terms of road

length, in Indonesia.

In order to develop its business further, Jasa Marga

expands its reach to businesses related to toll road

operations, namely:

1. Property development in areas adjacent to the

toll road corridors.

2. Services for businesses related to transportation

modes, distribution of solid/liquid/gaseous

materials, information technology infrastructure,

technology and communications that are linked

to the toll road corridors.

3. Trade and services related to the construction,

maintenance and operating of toll roads.

These supporting business activities are reinforced

with the establishment of two new subsidiaries, i.e. PT

Sarana Marga Utama, established in 1988 and acquired

in 2010, to engage in the construction, trading, and

vehicle rental services, and PT Jasamarga Properti,

established in 2013 to engage in the construction,

trading and property-related services.

In both entities, Jasa Marga is the majority shareholder.

The main revenue of Jasa Marga is derived from the

fare collected from vehicles passing through the toll

roads (this is referred to as “toll road revenue”). In

addition, Jasa Marga also derives revenue from non-

toll road activities, e.g. lease of land, advertising, rest

area, and operation of third-party toll roads as well as

maintenance services. (G4-4)




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Jasa Marga Cares



NORTH SUMATERA

JABODETABEK & WEST JAVACENTRAL JAVA

BALI

EAST JAVA

Belmera: 42.7 Km

• Jagorawi:59.0Km• Jakarta-Tangerang:33Km• Ulujami-PondokAren:5.55Km• JakartaInnerRingRoad:23.55Km• ProfDr.Ir.Sedyatmo:14.3Km• Jakarta-Cikampek:83.0Km• JakartaOuterRingRoad:43Km• Cikampek-Padalarang:58.5Km• Padalarang-Cileunyi:64.4Km• Palikanci:26.3Km• BogorOuterRingRoad:11.0Km• Cengkareng-Kunciran:14.2Km• KunciranSerpong:11.2Km• JORRW2Utara:7.67Km

• Semarang:24.75Km• Semarang-Solo:72.64Km

• NusaDua-Ngurahrai-Benoa:10Km

• Surabaya-Gempol:49.0Km• Surabaya-Mojokerto:36.3Km• Gempol-Pasuruan:34.15Km• Gempol-Pandaan:13.61Km

JASA MARGA TOLL ROADS LOCATION MAP (G4-8)

Fully-Operating Toll Road Segments of the Company

The Company’s new toll road segments, either fully and gradually operational, are:1. BORR Section 1 (3.8 km), operating since 23 November 2009;2. Surabaya–Mojokerto Section 1A (2.3 km), operating since 5

September 2011;3. Semarang–Solo Section 1 (10.8 km), operating since 12

November 2011;4. Nusa Dua–Ngurah Rai–Benoa (10 km), operating since 24

September 2013; and5. JORR W2 North, Kebon Jeruk–Ciledug Section (5.7 km), operating

since 27 December 2013.


JASA MARGA SHAREHOLDING COMPOSITIONTo support the expansion and business development of Jasa Marga, in 2007 the Company sold 30% of its shares to

the public by listing them on the Indonesia Stock Exchange with the ticker code JSMR. The following table discloses

the Shareholding Composition of the Company as at 31 December 2013. (G.4-7)

Shareholding Percentage (%) 2013 2012 2011

Government of the Republic of Indonesia 70 70 70

Public 30 30 30

SIGNIFICANT CHANGES Throughout the reporting period Jasa Marga experienced a significant change in 2013 in terms of the addition of

new toll road segments through its subsidiaries. (G4-13)

RELATION WITH SUPPLIERSJasa Marga defines its “suppliers” as business partners that support its business activities. Jasa Marga is supported

by a number of providers of goods and services, such as Rest Area, Towing, Security, Cleaning Service, Collectors,

and Drivers. Jasa Marga continuously ensures and guarantees that all its suppliers are treated fairly, equitably, and

in a transparent manner. In 2013, the collection of sustainability data related to its suppliers was initiated, and the

Company hopes to provide a more detailed explanation on its suppliers in the next edition of its Sustainability

Report. (G4-12)

In accordance with one of the Values of Jasa Marga, the Company is PREPARED to serve its customers and other

stakeholders by paying attention and being proactive by always upholding the principle of caution. The Company’s

risk management activities are carried out by the Risk and Quality Management Division and assisted by the EPRP,

KMR, and KIRU Teams, pursuant to the ISO-31000 standards and the Internal Audit. (G4-14)

In order to implement the prevailing standards in business as well as to measure and monitor its performance, Jasa

Marga uses the ISO-9001, OSHAS-18001, GRI, IFRS, and KPKU standards and protocols. Jasa Marga is also actively

involved in various organizations, such as the Indonesia Toll Road Association, HPJI, Chamber of Commerce and

Industry, and REAAA, AEI. (G4-15, G4-16)

Jasa Marga’s Organizational Scale (G4-9)

The following table discloses the organizational scale of Jasa Marga from the perspective of human capital, finance,

and services/products.Description Reporting Period

2013 2012 2011

Number of employees (persons) 5,075 5,154

Business revenue (Rp billion) 10,295 9,070.2 6,485.8

Total capitalization (Rp billion)

Assets 28,366 24,753.6 20,915.9

Liabilities 17,499 14,965.8 12,555.4

Equity 10,867 9,787.8 8,360.5

Quantity of Service Products (KM)

North Sumatra

Belmera Toll Road 42.7 42.7 42.7

Greater Jakarta and West Java

Jagorawi Toll Road 59.0 59.0 59.0

Jakarta–Cikampek Toll Road 83.0 83.0 83.0

Jakarta–Tangerang Toll Road 33.0 33.0 33.0

Purbaleunyi Toll Road 122.9 122.9 122.9

Ulujami–Pondok Aren Toll Road 5.55 5.55 5.55




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Description Reporting Period

2013 2012 2011

Jakarta Inner Toll Road 23.55 23.55 23.55

Jalan Tol Prof. Dr. Ir Sedyatmo 14.3 14.3 14.3

Jakarta Outer Ring Road 43.0 43.0 43.0

Palikanci Toll Road 26.3 26.3 26.3

Bogor Outer Ring Road 3.8 dari 11.3 3.8 dari 11.3 3.8 dari 11.3

Cengkareng–Kunciran Toll Road* 14.2 14.2 14.2

Kunciran–Serpong Toll Road* 11.2 11.2 11.2

JORR W2 North Toll Road 5.7 dari 7.67 7.67 7.67

Central Java

Semarang Toll Road 24.75 24.75 24.75

Semarang–Solo Toll Road 10.8 out of 72.6 10.8 out of 72.6 72.6

East Java

Surabaya Gempol Toll Road 49.0 49.0 49.0

Jalan Tol Gempol–Pasuruan Toll Road* 34.15 34.15 34.15

Surabaya–Mojokerto Toll Road 2.3 out of 36.3 2.3 out of 36.3 2.3 out of 36.3

Gempol–Pandaan Toll Road* 13.61 13.61 13.61

Bali

Nusa Dua–Ngurah Rai–Benoa Toll Road 10.0 10.0 10.0

* Not yet in operation

ORGANISATION STRuCTuRe

Struktur Organisasi Jasa Marga berdasarkan Surat Keputusan Direksi No. 41/KPTS/2013 tanggal 1 Maret 2013.

President DirectorADITYAWARMAN

Director of OperationsHASANUDIN

Branch Offices Toll RoadSubsidiaries

Non Toll RoadSubsidiaries

Rest AreaBusiness Unit

LEONA ROEDHIANITA SARIL.

Jasa Marga Development

Center UnitENKKY SASONO A. W.

Audit InternalDJOKO DWIJONO

OperationManagement DivisionTARULI M. HUTAPEA

Toll Road Business Development Division DEDI KRISNARIAWAN S.

Human Capital Strategy & Policy

DivisionUNGUL CARIAWAN

CorporatePlanning Division

MOHAMMAD SOFYAN

Risk & QualityManagement DivisionSATRIA GANEFANTO

Corporate SecretaryDAVID WIJAYATNO

Maintenance DivisionAYU WIDYA KISWARI

Related Business Development Division

AGUS SETIAWAN

Human CapitalServices DivisionSUTIRYA WIRIAS

SASTRA

Finance &Accounting Division

SYACHRIANI ATIM

Legal DivisionTOLU ISMED ARIEF

Highway & Traffice Engineering Division

SONHADJI SURAHMAN

General Affairs Division

BAMBANG SANCOYO

Community Development Program Unit

ENKKY SASONO A. W.

InformationTechnology Division

D. HARI PRATAMA

Director of Business Development

ABDUL HADI Hs.

Director of HRD & General Affairs

MUH NAJIB FAUZAN

Director of FinanceREYNALDI

HERMANSJAH

Vision, mission & values of the company (g4-56)

considering the company’s performance achievement within the period of 35 years starting from 1978 to 2013, and in light of the changes in the external environment around the company and the business opportunities that have been present in the toll road and non-toll road industries, the company deemed it necessary to formulate

Stages of Formulation of the company’s vision, mission, and values1. the board of directors evaluated the company’s performance and internal strengths.2. the board of directors evaluated the strategic changes occurring in the external

environment surrounding the company and took into consideration future business opportunities.

3. the board of directors evaluates and identifies the expectations and needs of the company’s stakeholders.

4. by taking into consideration the company’s internal Strengths and external opportunities as well as the expectations of its stakeholders, the board of directors formulated the company’s vision, mission, and values.

5. the vision, mission, and values were subsequently presented to and evaluated by the board of commissioners, and then sanctioned and mutually agreed upon by the boards of commissioners and directors.

6. the board of directors declared the vision, mission and values of the company through the decree of the board of directors.

the boards of commissioners and directors periodically, i.e. every year, evaluate the achievement of the company’s vision and mission.

the vision, mission, and values for the next five- and ten-year periods. the formulation of the company’s vision, mission and values was conducted by involving all relevant parties, such as the board of commissioners, the board of directors, and employees, and by taking into consideration the interests of all Stakeholders.

The Vision, Mission, and Values of the Company have been approved by the Board of Commissioners and the Board of Directors, and stated in the Decree of the Board of Directors No. 50/KPTS/2013 dated 1 March 2013 on the Vision, Mission, and Values of the Company.


The Company’s Vision, Mission and Values Formulation Flowchart

STAKeHOLDeRS’ NeeDS

AND eXPeCTATIONS

STRATeGIC CHANGeS

eXTeRNAL eNVIRONMeNT

AND BuSINeSS OPPORTuNITIeS

PeRFORMANCe

ACHIeVeMeNT

AND INTeRNAL STReNGTHS

BOARD OF DIReCTORS AND

BOARD OF COMMISSIONeRS

VISION, MISSION & VALueS




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vision and mission

2017 vision

mission

2022 vision

to provide the clarity of direction and the unifying Focal point, the company’s vision is reviewed by conducting an evaluation of the company’s strengths and business opportunities in the long run, both in the toll road business and others. the company’s vision is:

the meaning of the company’s mission is that the company is aware that its presence through its business as a toll road developer and operator is to speed up the development of toll roads to support the government’s economic growth acceleration program. in addition, the company is also mindful that the presence of the toll road that it operates must provide benefits to the customers or users of these very roads, by making the roads not only efficient and dependable, but also instrumental in improving the ease of distribution of various goods and services.

to be a leading toll road developer and operator in indonesia.

1. Accelerating the development of toll roads. 2. providing efficient and dependable toll roads.3. improving the ease of distribution of goods and services.

being a leading or prominent company means: • That Jasa Marga exhibits a relatively high financial soundness in the industry and

provides a long-term investment value.• That it is a market leader in the industry. • That it always encourages innovation, therefore retaining its excellence in terms

of products and services provided through constant innovation.• That it is responsible to the environment and the society at large.• That it has a high-quality corporate management system in place.• That it serves as a paragon in human capital management for other companies

and becomes the employer of choice for talented people.

in formulating its mission, the company re-evaluated its Reason for being, Fundamental purpose, as well as communicated its benefits or values. As such, the company’s mission is explained as follows.

to be one of indonesia’s most prominent companies.


values (g4-56)to put the company’s mission into action and achieve its vision, Jasa marga has formulated a set of values that serve as guiding principles in behavior and decision making. thus, a review of the company’s values has been conducted. these values are built upon the four core values that have been acknowledged and developed together, namely honesty, preparedness, capability, and Respect. the details of the meaning of each of these values are provided below.

HONeSTyJasa marga is honeSt, fair, transparent, and free from conflict of interest in conducting its business.J

S PRePAReDNeSSJasa marga is pRepARed to serve its customers and other stakeholders by paying attention and being proactive by always upholding the principle of caution.

M CAPABILITyJasa marga is cApAble to work with competence, consistence, and innovation.

R ReSPeCTJasa marga ReSpectS all of its stakeholders in the synergy to achieve excellence.




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Jalan Tol Bali Mandara.


the company’s code of conduct provides the policies regarding ethics that are explicitly stated as a set of acceptable behaviors that all Jasa marga personnel must abide by. the code of conduct consists of two parts: business ethics and the work ethics.

General Meeting of Shareholders.




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By upholding the principles of Good

Corporate Governance (GCG) in line with

the prevailing rules and regulations,

Jasa Marga has devised and developed

a structure and system for its corporate

governance. Improvements to its

sustainable corporate governance

practices are carried out as part of the

Company’s response to the issuance of

the Regulation of the Minister of SOE

No.PER-01/MBU/2011 dated 1 August

2011 on the Good Corporate Governance

Practices in SOEs, last amended by the

Regulation of the Minister of SOE No.

PER-09/MBU/2012, which stated that

“SOEs must operate their businesses

by upholding the principles of GCG,

namely transparency, accountability,

responsibility, independence and fairness.”

GOVERNANCE STRUCTURE (G4-34)As a State-Owned Enterprise, aside from

abiding to the Limited Liability Company

Law No.40/2007 (UU-PT), the governance

structure of Jasa Marga also abides to

the SOE Law No. 19/2003 by having a

two-board system, namely the Board of

Commissioners and the Board of Directors,

each of which having a clear separation

of duties as mandated in the Articles

of Association of the Company and the

prevailing rules and regulations.

With this legal and systematic framework

in place, the governance structure of Jasa

Marga involves the interactions between

the Company’s main organs, namely the

General Meeting of Shareholders (GMS),

the Board of Commissioners, the Board

of Directors, and Supporting Organs that

consist of the Committees under the

Board of Commissioners. Therefore, the

governance structure of Jasa Marga is

composed of:

1. General Meeting of Shareholders

(GMS), is the highest organ in the

Company, retaining rights not awarded

to neither the Board of Commissioners

nor the Board of Directors within

the boundaries set in the Articles of

Association and the prevailing rules

and regulations.



GOVERNANCE STRUCTURE

2. Board of Commissioners, which acts as an organ

that is collectively responsible for overseeing

and advising the Board of Directors and ensuring

that Jasa Marga is abiding to all the rules and

regulations, and executing the resolutions of the

GMS in accordance with the principles of GCG on all

organizational levels.

3. Board of Directors, which is an organ that is

collectively responsible for managing the Company

according to the prevailing rules and regulations,

as well as executing the resolutions of the GMS

and conducting best practices in GCG on all

organizational levels.

With such division of duties, the governance structure

of Jasa Marga is therefore as follows.

BOARD OF DIRECTORS

Audit Committee

Business & Investment Committee

BOARD OF COMMISSIONERS

Risk & Quality Management

Internal Audit

Corporate Secretary

Main Organ

Supporting Organ

GENERAL MEETING OF SHAREHOLDERS




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GENERAL MEETING OF SHAREHOLDERSThe General Meeting of Shareholders (GMS) is the

highest organ in the governance structure of Jasa

Marga. Based on the time of administration, GMS is

categorized into two, namely:

1. Annual General Meeting of Shareholders (AGMS),

held once in each financial year no later than six

months after the Company’s fiscal year has been

closed.

2. The Extraordinary General Meeting of

Shareholders (EGMS), held at any time as deemed

necessary.

Both the AGMS and EGMS serve as a forum for the

shareholders to act and make decisions pertinent to

the capital invested into the Company, all with equal

footing. Through the AGMS, the shareholders may

exercise their rights and voice their opinions and

make decisions relating to the results of operations,

future business expansion plans, and even change the

management of the Company, with the shareholders

each having an equal standing, be they a major or

minor shareholder. The GMS also acts as a forum for

shareholders to evaluate the performance of the

Company’s management in economic, social and

environmental aspects, which in turn become the basis

for the continuation of their managerial term as well as

their remuneration and incentives.

In the GMS all shareholders have the right to ask

questions and obtain clarification on all issues and the

performance of the Company. On the other hand, the

management of the Company is required to provide an

adequate explanation for any relevant questions, and

show their responsibility for the policies and decisions

taken throughout their term of office. Furthermore, the

management shall implement all the resolutions taken

at the GMS which are subsequently set forth in the

minutes of meeting.

POSITION OF THE BOARDS OF COMMISSIONERS AND DIRECTORSThe Board of Commissioners and the Board of

Directors are both executives of the Company, but with

different duties and authorities in accordance with

their respective functions as stipulated in the Articles

of Association of the Company, which in turn have

been based on the prevailing rules and regulations.

The Board of Commissioners are responsible for

supervising and monitoring the implementation of

the entire resolutions of the GMS, while the Board of

Directors is responsible for the operational activities of

the Company in order to fulfill the resolutions taken at

the GMS. Both boards are appointed and dismissed at

the GMS, and each has a collective collegial (fiduciary)

responsibility that must eventually be accounted for at

the GMS.

Jasa Marga emphasizes the independence of the

Board of Commissioners and the Board of Directors, by

implementing a ban on having concurrent positions

for each function and prohibits any relation or kinship

to the second degree among the members of the

Company’s boards.

To ensure the independence of the execution of

duties, Jasa Marga establishes that independent

members in the Board of Commissioners (Independent

Commissioners) must at least comprise 30% of the total

number of members of the Board of Commissioners.

Jasa Marga requires these Independent Commissioners

to be free of vested interest and prohibits them from

having a business relationship with the Company

or its subsidiaries or its affiliates or any other type of

relationship that may affect the their recommendations

as well as implementation of their oversight and

authority.

Board of CommissionersThe main tasks of the Board of Commissioners, called its

general or specific supervision, are advising the Board

of Directors in managing the Company and in devising

policies, implementing the resolutions of the GMS,

monitoring the Company’s adherence to all laws and

regulations that apply to all aspects of the Company’s

operations, and ensuring that the management of

the Company promotes the interests of shareholders

and is within an ethical framework that takes into

consideration all relevant stakeholders. In performing

its duties, the Board of Commissioners is assisted by the

committees established under and are responsible to

the Board of Commissioners. These committees are the

Audit Committee and the Investment and Business Risk

Committee.


As a guideline for the implementation of oversight

duties of the Board of Commissioners, Jasa Marga has

developed the Board Manual and the Board Charter,

which contain a description on:

1. The Principal Duties, Responsibilities and

Authorities of the Board of Commissioners,

2. The Provisions for the Structure, Requirements, and

Term of Office of the Board of Commissioners,

3. The Provisions on the Independence of

Commissioners,

4. The Functions, Meetings, Reporting and Budgeting

of the Activities of the Board of Commissioners.

As a part of its compliance with the independence

requirement, as set out in the Decree of the Board of

Directors of the Indonesia Stock Exchange No. Kep-

305/BEJ/07-2004 on the Regulation No. I-A, which

determines that the minimum number of independent

commissioners must be at least 30% of the total

members of the Board of Commissioners, Jasa Marga

currently has two independent commissioners,

making up 33% of the six members of its Board of

Commissioners.

At the end of each term of office, the Board of

Commissioners is required to submit a report on the

implementation of their tasks and accountability of

performance in the economic, social and environmental

aspects. The report includes its accountability

for monitoring the performance of the Board of

Directors in managinh the Company. The Board of

Commissioners’ Accountability Report is reflected by

the approval of the Annual Report and the financial

statements of the Company by the AGMS. The approval

of the Annual Report and the Company’s financial

statements by the AGMS fully exempts the members of

the Board of Commissioners and the Board of Directors

from being held responsible for the actions they have

taken in the reported year, as long as such actions have

been reflected on the Annual Report for that year.

Board of DirectorsThe Board of Directors is fully in charge and collegially

responsible for the management of the Company for

the Company’s interests in accordance with the intent

and goals of the establishment of the Company, i.e. to

maximize the value of the entire Company by using the

available resources optimally. The Board of Directors

is acting and is responsible collegially, however its

members may act and make decisions according to

their respective and appropriate division of duties

and responsibilities, including in the economic,

environmental and social aspects, separately. The Board

of Directors is obliged to comply with all prevailing

regulations, as well as those promulgated by regulators,

including the OJK and the IDX, comply with the Articles

of Association, execute all of the GMS’s resolutions,

and do their best to attain the goals of the Company

by acting in good faith and always keeping both the

short- and long-term interests of shareholders and

stakeholders in mind.

The Board of Directors of Jasa Marga consists of 5

(five) members, namely 1 (one) President Director and

4 (four) Directors. All of the members of the Board of

Directors reside in Indonesia. The Directors are elected

by the AGM, with the term of office of each member

being 5 (five) years, upon the end of which they may

be reappointed according to the AGM resolution. The

process of selection and appointment of the members

of the Board of Directors will be preceded by a fit

and proper test, which includes an assessment of

the previous period’s performance (applies strictly to

existing members of the Board of Directors).

To carry out its managerial duties in an effort to attain

the goals of the Company, the Board of Directors may

establish committees and functional divisions directly

under its supervision to assist the execution of their

duties according to their respective functions. The

Board of Directors of Jasa Marga is furthermore guided

by the Board Manual and Board Charter in performing

their everyday duties, authorities and responsibilities.

The Board of Directors is authorized to select and

appoint officials below the level of the Directors, or

division heads, to carry out operational tasks and assist

the Board of Directors in implementing its managerial

function. The Board of Directors is also authorized to

establish a functional committee under its supervision

to improve the efficacy of its management of the

Company.

In each operational period, the Board of Directors

submits an accountability report in the form of an

Annual Report, which includes the description on the

Company’s operation and performance in economic,




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social and environmental aspects, the implementation

of GCG practices, and the Company’s financial

statements, to the AGMS to be approved. The approval

of the Annual Report and the Financial Statements

of the Company by the AGM demonstrates the

accountability of the Board of Directors’ performance.

Furthermore, the members of the Board of Directors

shall be exempt from being held responsible for any

actions conducted in the reported year, as long as such

actions have been reflected in the Annual Report for

that year.

Internalization and Implementation of Good Corporate Governance (GCG)As part of its commitment to implement and maintain

the GCG practices with high quality and standards, Jasa

Marga conducts various activities at all levels with the

intent of internalizing the GCG culture. The purpose

of this internalization process and the application of

frameworks based on GCG is to make GCG as part of

the Corporate Culture, whose implementation is then

supported by the corporate values inherent in each

Jasa Marga Personnel. Various activities that have been

undertaken include:

1. Promulgation of GCG internalization;

2. Preparation, implementation and review of the WBS

and periodical reporting of results of complaints

handled by the WBS.

3. Surveys on the comprehension, application and

assessment of GCG practices on a regular basis by

independent assessors and self-assessment.

The targets that Jasa Marga aims to achieve through

the implementation of GCG practices are, among

others:

1. Consistent and sustainable growth, as reflected by

an improvement in ratios and margins in terms of

Assets (including Road Length), Revenue, Market

Share, and Equity.

2. Increased confidence of stakeholders, as reflected

by:

a. The rise in the Company’s shares and market

capitalization.

b. The improvement in the Company’s bond

ratings as issued by rating agencies.

c. The accessibility to competitive interest rates

from creditors.

d. The ease of finding partners for business

activities.

e. Increased level of customer satisfaction, in this

case toll road users.

3. Qualified Jasa Marga Personnel in terms of both

hard and soft skills.

4. A reputation for a company that is seen as a

benchmark in the industry as well as in general.

The Company aims to achieve the following benefits by

implementing sound GCG practices:

1. Achievement of the Company’s Vision and Mission

as stipulated in the Long Term Corporate Plan

(RJPP) and the Company’s Work Plan and Budget

(RKAP), as all elements of the management and

employees are committed and have the same

paradigm to achieve the Vision and Mission.

2. Execution of its work programs in a more effective

and efficient manner, as the work systems and

procedures have been designed based on the GCG

principles.

To foster the creation of the GCG culture, Jasa Marga

has equipped the management of the Company with a

set of rules that encourage the application of GCG best

practices, including:

1. Corporate Values,

2. Board Manual,

3. Code of Corporate Governance,

4. Code of Conduct,

5. Standard Operating Procedures for the

Procurement of Goods and Services within the

Company,

6. Collective Bargaining Agreement,

7. Guidelines on Conflict of Interest,

8. Guidelines on Handling Gratifications,

9. Guidelines on the Whistleblowing System,

which include provisions regulating the types

of misconduct, mechanism of reporting of

such misconducts, and the sanctions for such

misconducts.


CORPORATE VALUES (G4-56)Jasa Marga has formulated a set of values that serve as

Guiding Principles in Behavior and Decision Making.

Thus, a review of the Company’s Values has been

conducted. These Values are built upon the four core

values that have been acknowledged and developed

together, namely Honesty, Preparedness, Capability,

and Respect. The details of the meaning of each of

these Values are provided below.

• J - Honesty Jasa Marga is HONEST, fair, transparent, and free

from conflict of interest in conducting its business.

• S - PreparednessJasa Marga is PREPARED to serve its customers and

other stakeholders by paying attention and being

proactive by always upholding the principle of

caution.

• M - CapabilityJasa Marga is CAPABLE to work with competence,

consistence, and innovation.

• R - RespectJasa Marga RESPECTS all of its stakeholders in the

synergy to achieve excellence.

The Company’s Code of Conduct provides the policies

regarding ethics that are explicitly stated as a set of

acceptable behaviors that all Jasa Marga Personnel

must abide by. The Code of Conduct consists of two

parts: Business Ethics and the Work Ethics.

The Business Ethics provide a set of values or norms

expanded from the philosophy that underlies the

establishment of the Company, used now as the basis

for the Company and its management in interacting

with its stakeholders in the internal and external

environment, namely:

1. Towards Fellow Jasa Marga Personnel.

2. Towards Toll Road Users and Other Customers.

3. Towards Shareholders.

4. Towards Suppliers/Contractors.

5. Towards Creditors.

6. Towards Business Partners.

7. Towards Competitors.

8. Towards the Government/Regulators.

9. Towards Mass Media.

10. Towards Subsidiaries.

11. Towards the Public and Surrounding Environment.

In addition, the Work Ethics provide a set of values or

norms that all elements of the Company must abide

by in carrying out their duties and responsibilities. This

include the ethics that govern the relationship between

employees of the Company. The Work Ethics contain

the policy regulating the acceptable behaviors that are

expected from all Jasa Marga Personnel, i.e.:

1. As Supervisors towards Subordinates.

2. As Subordinates towards Supervisors.

3. As Colleagues/Peers.

COMMITMENT TO EXTERNAL INITIATIVES(G4-15, G4-16)As an institution that strongly upholds the

implementation of GCG best practices, Jasa Marga

at all times strives to abide by the regulations set by

the Government, as well as implements the highest

standards for transparency in terms of financial and

non-financial conditions, executes a risk management

system, and monitors, measures and evaluates its

performance according to the rules and regulations

pertinent to the operations of a public company, which

include:

1. Financial Services Authority,

2. Indonesia Stock Exchange,

3. Corporate Governance Perception Index (CGPI),

4. Provisions of the Toll Road Regulatory Agency

(BPJT),

5. ISO (environment/audit/recruitment/training), and

6. Remuneration/Salary Surveys.

In terms of corporate management, Jasa Marga has

implemented a number of accredited standards,

namely for the management of the environmental,

occupational health and safety, and quality aspects.

In each period, Jasa Marga reviews the systems and

procedures of such accredited standards carried out

by competent third parties. The various systems and

procedures that are implemented according to external

initiatives, along with the field of implementation and

the vailidy period, are as follows:




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Certifications Held by Jasa MargaBranch Certified Since Validity Period Certification Number

ISO 9001 OHSAS SO 9001 OHSAS ISO 9001 OHSAS ISO 9001 OHSAS

Semarang 6/1/05 25-10-11 6-1-11 s.d 6-1-14 25-10-11 s.d 25-10-14 4 1 ID05/00530 ID11/01882

Jagorawi 10/1/00 23-3-11 23-8-11 s.d 23-8-14 23-3-11 s.d 23-3-14 7 1 ID00/17172 ID11/1102954096

Cawang-Tomang-Cengkareng

15-2-05 3/3/11 15-2-11 s.d 15-2-14 3-3-11 s.d 3-3-14 4 1 ID05/00554 ID11/1102954092

Surabaya- Gempol 19-4-01 10/5/11 9-04-13 s/d 19-04-16 10-5-11 s.d 10-5-14 4 1 ID04/0376 ID11/1102954122

Belmera 12/10/04 31-1-11 12-10-13 s/d 12-10-16 31-1-11 s.d 31-1-14 3 1 ID04/0481 ID11/1102954067

Palikanci 21-7-04 24-9-12 21-07-04 s/d 21-07-16 24-9-12 s.d 5-7-15 3 1 ID04/0439 ID12/02180

Cikampek 4/2/05 31-1-11 4-2-11 s.d 4-2-14 31-1-11 s.d 31-1-14 4 1 ID05/00550 ID11/1102954070

Purbaleunyi* 22-12-05 28-12-10 22-12-10 s.d 22-12-13 28-12-10 s.d 28-12-13 3 1 ID04/00515 ID11/1102954054

Tangerang* 22-12-04 4/1/11 22-12-10 s.d 22-12-13 4-1-11 s.d 4-1-4 4 1 ID04/00516 ID11/1102954016

* Recertification process has been done, but the certificate has not been issued by SGS.

Jalan Tol Prof. Dr. Ir. Sedyatmo.


Jasa Marga is actively engaged in the following

professional organizations, namely:

1. Indonesia Toll Road Association

2. Association of Indonesian Engineers, a professional

organization for Indonesian engineers aiming to

improve competence the field of engineering.

3. Indonesian Road Development Union

RISK MANAGEMENT (G4-14)

Given the nature of toll road management business,

which requires a large amount of fund with a long

time frame for return of investment, Jasa Marga has

developed a risk management system that is able to

identify and mitigate all potential risks that may pose a

substantial impact on its business operations. To ensure

the quality of its risk management, Jasa Marga applies

ISO 31000:2009 according to the Decree of the Board

of Directors of Jasa Marga No. 129.2/KPTS/2010 on

Risk Management Policy and Manual of PT Jasa Marga

(Persero) Tbk.

Through this internationally-standardized risk

management system, the Board of Directors has

established a Risk Management Policy as the guidance

for accomplishing the Company’s Long Term Goals.

The Board of Directors has also established a Risk

Management Manual to demonstrate its commitment to

conduct risk management along all business lines in an

integrated manner, in order to provide a systematic and

measurable framework of risk management application

that complies with international regulations. In order

to support an effective implementation, Jasa Marga

has completed all the procedures required for its risk

management.

In accordance with its business nature, Jasa Marga pays

a substantial attention to the major risks that are divided

into four risk areas, namely:

1. Development Risk

2. Operational Risk

3. Financial Risk

4. Human Resources Risk, etc.

In order to enhance risk identification quality, which

includes accuracy of identification process, and to

confirm the mitigation measures in dealing with all

risk potentials, Jasa Marga has set up a road map for its

risk management system development. This roadmap

serves as a guidance for all organization lines and

ensures that the goal of long term development can be

achieved through a quality risk management system.

PREVENTING CORRUPTION (G4-58, SO3, SO4)

The development and operations of toll roads require

a long time frame as well as large numbers of financial

transactions involving a massive amount of money.

In order to prevent fraud and corruption within such

transactions, Jasa Marga has developed a financial

transaction and management system that can

effectively prevent and detect various forms of financial

fraud.

This system is supported by internal supervision and

control activities as well as the implementation of

a whistleblowing system. Called the JASA MARGA

AMANAH, the system has been utilized by all Jasa

Marga personnel as well as external parties since 16

January 2013.

Every piece of information reported will be

investigated, classified and followed up on by collecting

and verifying the facts. The impact of the reported

action, the underlying motive, as well as the level of

deliberation involved are considered when making

decision on the sanction for such activity.

The sanction will be given to the personnel who has

been proven to have committed fraud. The types of

sanction are verbal admonition, admonition memos

(I, II, III), termination of employment, and other actions

in line with the prevailing rules and regulations.

The Company does not tolerate any violation of

professional integrity.

Protection to the WhistleblowerJasa Marga provides the whistleblower with a number

of independent, free, and confidential reporting tools

(telephone, letter, e-mail) so that the reporting process

may be conducted in a secure manner. In addition,

the whistleblowing system (WBS) also maintains

the confidentiality of the whistleblower’s identity in

order to provide protection to them as well as their

family from the possibility of reprisal by the person

or organization reported. The follow up result will be

reported confidentially to the whistleblower who has

previously provided their identity.




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Throughout 2013, 24 violation reports were

received, of which 15 have been followed up right

to the final process.

ENGAGING COMPETENT BUSINESS PARTNERS (G4-LA14, G4-HR10)

The toll road management business sustainability and

continuity highly depends on the success of toll road

development and maintenance of quality, in line with

the prevailing rules and regulations. The quality of a toll

road strongly depends on how it has been developed.

The development process will in turn depend on the

quality of materials used and the competence of the

suppliers of such materials. In the end, the competence

of the suppliers depend on how they practice their

business, including whether they respect their

employees’ rights and basic human rights.

In choosing the suppliers for materials and services

for various toll road development projects or other

procurement of goods or services, Jasa Marga

requires that all business partners comply with with

human rights regulations, including the rights for

their employees to form labor unions. With such a

requirement, Jasa Marga aims to mitigate the toll road

development quality risk due to lack of conducive

working environment on the side of the suppliers or

contractors.

In addition, Jasa Marga also places an emphasis on the

fulfillment of work quality as promised, delivery time,

affordable cost, and the use of e-procurement in the

bidding process to provide certain materials or services.

Through this e-procurement, Jasa Marga provides equal

opportunity to all potential partners to fairly compete

without any intervention from any parties. Through

the e-procurement, Jasa Marga obtains the materials

and services it requires based on the principles of

competition, transparency, impartiality, fairness, and

accountability.

To ensure the quality of the bidding process, Jasa

Marga has put in place a standard of business ethics

that all parties must abide by. Furthermore, to

guarantee that the e-procurement process result is free

from corruption, collusion, and nepotism practices,

Jasa Marga requires its vendors and partners to sign

the Integrity Pact in relation with the materials and

services procurement. The Integrity Pact is one of the

items checked during random audits conducted by the

Internal Audit Unit, as part of the unit’s control activity.

MANAGING STAKEHOLDERS (G4-19, G4-24, G4-25, G4-26, G4-27)

Being engaged in a business that is directly related to

public interest, Jasa Marga realizes that its long term

success is highly dependent on its ability to interact and

foster a positive and mutually beneficial relationship

with all of its stakeholders. Positive interaction means

that the stakeholders’ expectations are well understood

and fulfilled through an optimized and efficient

management of all available resources.

Stakeholders are individuals or groups that may affect

or be affected by the activities of toll road development

conducted and operations services offered by the

Company. In line with the nature of the impact and

dominance of such impact as well as its relevance

to the Company’s activities and performance, Jasa

Marga has formulated the framework for interacting

and engaging its stakeholders in its course of doing

business.

Jasa Marga engages the following groups of

stakeholders:

1. Shareholders,

2. Creditors,

3. Government, both Central and Local, including all

of the relevant departments,

4. Employees,

5. Customers/Toll Road Users,

6. Competitors,

7. Business Partners/Suppliers/Contractors,

8. Local Communities and NGOs,

9. Mass Media

Based on the reciprocal interest vested in these

stakeholders, Jasa Marga categorizes its limited

engagement activities to four groups, namely

empowerment, cooperation, consultation, and

communication.


Various stakeholder engagement activities that are

regularly held by Jasa Marga include the General Meeting

of Shareholders, publication of the Annual Report,

administration of the Jasa Marga official website, Public

Expose, Customer Satisfaction Survey, meetings of the

Labor Union, and many other meetings both formal and

informal with representatives of stakeholders.

Through these regular events that engender an active

interaction with the stakeholders, Jasa Marga strives to

explain the efforts it has done in order to fulfill these

stakeholders’ expectations as well as to provide a picture

on the hindrances encountered due to the limitation of

the available resources. At the same time, the Company

welcomes all kinds of input from stakeholders and

considers them carefully to be addressed without going

beyond the limits of its own capacity.

A brief description on the active interaction between

Jasa Marga and stakeholders in oder to maintain the

Company’s business sustainability is as follows.

1. Shareholders/InvestorsInteraction with shareholders/investors is carried

out by the Investor Relation Manager, by upholding

the principle of transparency in the provision

of information. As a form of commitment to

implementing the principle of transparency, Jasa

Marga organizes a variety of events for shareholders/

investors, involving both direct and indirect forms of

interaction.

Direct interaction is conducted through a forum for

dialogue, that may take one of the following forms:

• Sitevisit–adirectvisitationbyshareholders/

investors to project locations and facilities

managed by Jasa Marga.

• Non-dealroadshow–visitationbythe

management of the Company to a forum

attended by fund managers on behalf of existing

investors as well as potential investors.

• Conferencecall–communicationconducted

via telephone/multimedia channel with

shareholders/investors. The frequency of

conference calls is adjusted as required.

• Investorgathering–meetingwithshareholders

at certain occasions, such as the Company’s

anniversary, official closure of a project, etc. The

frequency is adjusted as required.

• AnAnnualGeneralMeetingofShareholdersis

conducted once a year, while the Extraordinary

General Meeting of Shareholders is carried out as

required.

Indirect interaction is carried out through the delivery

of news or reports and services provided to the

shareholders/investors, including:

• Deliveryofperiodicorspecialreportssuchas

the Financial Statements, Project Development

Reports, and Traffic Volume Reports for every toll

road managed.

• Newsbitesorpressreleasesregardingthe

operational activities of the Company.

• Shareadministrationreport.

• Executionofresolutionsonsharedistribution.

• CustomerGathering.

• TheCompanyalsomaintainsitswebsiteatwww.

jasamarga.com as an outlet through which

interaction can take place any time. The objective

of this website is to maintain and improve

the Company’s image, delivering the latest

operational conditions accurately and the efforts

taken to understand and fulfill the expectations

of shareholders/investors.

Perseroan juga telah membuka situs www.

jasamarga.com sebagai media interaksi selama

24 jam. Tujuan interaksi adalah menjaga da

memperbaiki citra Perseroan, menyampaikan

kondisi operasional terkini secara akurat dan

upaya yang telah dilakukan untuk memahami dan

memenuhi harapan para pemegang saham/investor.

2. Government/RegulatorJasa Marga as a State-Owned Enterprise always

maintains a positive interaction with the Government,

both at central and regional levels, with a mission

“to make Jasa Marga a valuable asset for the nation,

supporting the economic development and expediting

the distribution of goods and services.” Therefore,

the Company maintains reciprocal interaction

among others during the formulation of regulations

in transportation sector/construction of toll roads,

conducts Partnership and Community Development

Programs or Corporate Social Responsibility

Programs, and fulfills all of its tax obligations,

dividend payments, as well as participates in the

development of infrastructure and public facilities.




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The Company welcomes direct site visits by

representatives of the Government or any regulatory

bodies to the locations of its site projects, as required.

Jasa Marga also maintains an interaction with the

Government as one of its shareholders, through the

shareholders’ representatives (namely the Board of

Commissioners) or through the related ministries.

As part of the Indonesia Stock Exchange, the

Company also abides to all of the regulations

prevailing in the capital market.

3. Employees A reciprocal interaction with employees is maintained

as the Company is committed to sustaining the

conducive environment in its workplace. This is

manifested in the execution of strategic human

resources management measures, as follows:

a. • Enhancingemployees’competence

and grooming professional people for key

management/leadership positions.

• Aligningtheorganizationalstructureaccording

to the business development and optimizing the

Human Resources Management System.

• Implementingaperformance-basedincentive

system.

• ConductingdialoguewiththeLaborUnionin

the formulation of the Collective Bargaining

Agreement, as a benchmark for conducive

industrial relations in the future.

• Conductingregularmeetingsinvolvingthe

employees and the management of the

Company.

4. Business Partners/Contractors (Vendors)Business partners or contractors or suppliers form a

group of stakeholders that plays a strategic role as

part of the operations chain. Therefore, Jasa Marga’s

interaction with its contractors/suppliers is governed

by the principle of professionalism. In order to

maintain the long term continuity of the business

partnership, Jasa Marga implements a number of

requirements related to quality standards, health

and safety management system, and environment

management system.

5. Customers Customer satisfaction is the main benchmark in

measuring the success of a business endeavor.

As customer-oriented company, Jasa Marga is

committed at all times to providing the best level of

service based on the designated standards and to

being consistent with its customers’ expectations.

Jasa Marga strives to sustain its customers’ trust by

engaging them in the following programs:

c. Provision of traffic information to customers.

d. Regular toll road maintenance and

improvements.

e. Access to customer service channels.

f. Customers’ Gathering.

6. Creditors The large amount of funding required to construct

a toll road and the long timeframe of return means

that creditors play a strategic role in ensuring

that the Company’s business development and

construction of new toll roads can take place.

To maintain and improve the relationship with

creditors in the long run, the Company conducts

the following events:

• Non-dealroadshows,asneeded.

• Conference-calls,asneeded.

• Projectvisits,asneeded.

• CompanyPresentation,asneeded.

7. Communities/Non-Governmental OrganizationsLocal communities who live nearby or adjacent

to the Company’s toll roads form a group of

stakeholders engaged by Jasa Marga. In order

to maintain a positive interaction with these

communities, the Company fulfills its corporate

social responsibility through the Partnership and

Community Development Programs, focused on

developing the society’s financial potential as

well as fulfilling the Company’s commitment to

improving their well being.

8. Mass MediaJasa Marga intensively maintains communication

with mass media, which make up one of the

Company’s partners in delivering news on

its operations and development to other

stakeholders. The type of relationship that has

ensued is one that is constructive and mutually


beneficial: the media require materials for news, and on the other hand Jasa Marga relies on the media to

share the information regarding its operations, achievements, and business agenda. For that purpose, Jasa

Marga conducts a number of media events, namely:

a. Press Release – announcement on the Company’s achievement and realization of plan, provided to the mass

media without conducting a press conference.

b. Media Visit, Media Gathering & Press Conference – direct outlets for announcing news, followed by a

questions-and-answers session.

Both types of events are arranged as necessary.

9. CompetitorsIn the toll road operations business, competitors have a largely positive image, as competition normally only

takes place during the tender phase prior to the development of toll roads. Once a toll road is operational,

parties that previously have been competitors will become partners in maintaining the quality of service and

management. This may happen as toll roads often are integrated into a long section of a road connecting one

region with another.

Positive interaction is maintained through regular meetings at both formal and informal meetings at the

Indonesia Toll Road Association forum.

The entire set of efforts to maintain a positive interaction between the Company and all of the abovementioned

stakeholders is again explicated in this report in various passages, categorized into different topics of interest.

This interaction is also summarized in the table below.

Stakeholder Engagement

Stakeholder Method of Engagement Frequency Stakeholder’s Expectations

Customers • Customer complaint management

• Customer service center

• As needed• As needed

1. Consistently excellent quality of toll roads. 2. Safety and adequacy of equipment for toll

road users.3. Speedy assistance in time of emergency/

accident.4. Level of service that goes beyond

expectations.

Shareholders and Investors

• GMS• Investor road shows• Investor gathering• Project visit• Public Expose

• time (minimum)

• As needed• As needed• As needed

1. Safeguarding and improvement of investment value through increased business performance.

2. Fulfillment of shareholders’ rights, both the majority and the minority.

3. Information disclosure of substantial matters and clarity of business development direction.

4. Upholding of shareholders’ rights as per the laws and regulations and the articles of association of the Company.

Employees • Through the SKJM• Alignment of human

capital organization• Regular training and

hearing

• At least once a year or as needed

1. Clarity of rights and obligations.2. Provision of remuneration packages according

to performance.3. Equitability in career development and

remuneration.4. Guarantee in workplace safety, health, and

security. 5. Comfortability of the workplace.




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Stakeholder Method of Engagement Frequency Stakeholder’s Expectations

Government & Regulators

Bipartite meetingsParliamentary hearing Work Visits to Projects

3. As needed4. As needed5. As needed

1. Constructive and harmonious relation with regulators.

2. Upholding of all laws by Jasa Marga and all of its employees.

3. Contribution to local communities.4. Fulfillment of LKHPN regulations.5. Regular reporting to regulators, including BPJT.

Business Partners (contractors, suppliers, vendors and installers)

1. Regular assessments2. Regular meetings

At least once a yearAs needed

1. Fair and transparent procurement processes.2. Objective selection and evaluation in

determining contract winners for supply of goods/construction work.

3. Accurate yet simple procurement-related administrative procedures.

4. Timely payment of products and services procured.

5. Mutually beneficial growth.

Creditors 1. Project visits2. Conference calls3. Presentation of

Corporate Action Plan


1. Clarity and certainty in business development plans.

2. Timely repayment of loans.3. Transparency regarding operational and

financial condition.4. Update of information regarding new tollroad

segment development.

Mass Media 1. Press releases2. Media gatherings3. Press conferences4. Media visits


1. Akurasi objek pemberitaan.2. Penyampaian informasi terkini dan berita tepat

waktu.3. Transparansi kondisi operasional dan

keuangan

Society/NGOs 1. Consensus in planning

2. Common oversight of program achievements

3. Philanthropic activities


1. Fostering of harmonious relation.2. Minimization of impacts of tollroad

development on the environment.3. Participation in environmental conservation

efforts.4. Execution of reforestation and revegetation

programs.5. Positive contribution to economic, social,

and environmental aspects of the local communities.

Competitors Regular meetings As needed 1. Rule of law and land availability schedule.2. Fairness in the tender process for tollroad

segment projects. 3. Certainty and fairness in evaluation of the

minimum fulfillment of service requirements for the consideration of regular fare increase.

4. Improvements to toll road conditions.


during the last few years, pay-out dividends ratio over shared dividends are about 40% to 60% of net profit during the year.

Simpang Susun Taman Mini, Jagorawi.




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Economic growth improvement

Indonesia’s economic growth in the

last few years located at a moderate

level of 5-7%, with growth in 2013

of “only” 5,78%. Economic experts

believe that the moderate level of

growth implies constraints which

slow down the speed of economic

growth, which is the infrastucture

limitation. With the richness of

natural resources and the growing

number of population reaching 250

million, majority on productive age,

Indonesia has a lot of potential to

record an economic growth above

7%. The requirements are sufficient

infrastructure availability, supportive

business climate and human resource

capability optimization in utilizing

and upgrading the owned resources.

Empirical condition shows that China

is able to record economic growth

with double digit number in just

a few years, thanks to the massive

infrastructure development. However

the economic growth of China

slowed down in the last 2 years to

7-8%, ever since the global economy

became less supportive caused by

the European financial crisis and

double deficit in the US.

Indonesian government realized

the importance of infrastructure

availability and have stated the

Masterplan of Indonesian Economic

Acceleration of Development,

a development program with

a purpose to accelerate basic

infrastructure availability, covering:

road availability, harbors, airports,

power and telecommunication.

Overall infrastructure is believed

to have a very important role in

stimulating Indonesia’s economic

growth.


DEVELOPMENT STRATEGYJasa Marga as the biggest developer and toll road

operator in Indonesia realize the importance of Company

performance in supporting Indonesia’s economic growth,

and intend to show its best performance, The intention

is displayed in the success of Jasa Marga in completing

new toll roads constructions within the set timeline with

unquestionable quality. Some roads are even completed

sooner than the set timeline, as shown on the contruction

of toll road over the sea, which is the Nusa Dua- Ngurah

Rai-Benoa (Bali Mandara) Toll Road. With the accumulated

experience and capabilities, Jasa Marga determines to

improve its exixtence in constructing and providing toll

roads which connect every possible points with high

economic potential.

Jasa Marga has owned a plan to develop two segments

of its main business, which are the toll road segment and

integrated non-toll road segment. Non-toll road segment

basically is a closely related business with operational and

development of the toll road.

For 2013 toll road segment, Jasa Marga has successfully

add 2 more operational toll road, whch are Bali Mandara

Jalan Tol Bali Mandara.2013 Sustainability Performance Overview



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toll road and North JORR W2 toll road at Kebun Jeruk-

Ciledug section. Besides the two roads, the company

is currently constructing seven more roads with a total

length of 211 km, including Bali Mandara and North JORR

W2 toll roads which are completed. Some roads that are

under construction are parts of the major plan realization,

the trans-Java toll road completion connecting Merak,

Surabaya, to Banyuwangi.

During the development of the new toll roads, Jasa Marga

creates a new sister entity with ownership majority, as

follows.

Toll Roads Lenght Subsidiaries Ownership

Bogor Outer Ring Road 11 PT Marga Sarana Jabar 55%

Semarang-Solo 73 PT Trans Marga Jateng 60%

Surabaya-Mojokerto 36 PT Marga Nujyasumo Agung 55%

JORR W2 Utara 8 PT Marga Lingkar Jakarta 65.00%

Gempol-Pasuruan 34 PT Trans Marga Jatim Pasuruan 96.39%

Gempol-Pandaan 14 PT Jasamarga Pandaan Tol 66.48%

Nusa Dua-Ngurah Rai-Benoa 10 PT Jasamarga Bali Tol 55.00%

Cengkareng-Kunciran 14 PT Marga Kunciran Cengkareng 76.10%

Kunciran-Serpong 11 PT Marga Trans Nusantara 60.00%

Total 211

In order to ensure other toll roads’ completion,

Jasa Marga concentrates on the effort in realizing

land acquisition program on every road according

to the set timeline. Jasa Marga expects on the

implementation of the newest Land Regulation

to result in significant positive impact, in form of

certainty in land acquisition process, which has

been the major constraint in toll road development

completion within a set timeline.

Completion of Bali Mandara toll road, which

completed even sooner than the plan shows that Jasa

Marga is able to comply with the timeline, if there are

no issues regarding land acquisition process.

To resolve land acquisition in order to duppoer

the development of the entire toll roads projects,

Jasa Marga is determined to build relationship and

cooperation with regulator party, Local Government,

and other stakeholders, especially the community, in

effort to resolve all issue.

Development of non-toll road business which

concentrates on Toll Road Maintenance Service, Toll

Road Operational Service, Land lease for ads and Rest

and Service Area. Jasa Marga realize various effort to

increase Other Revenue Stream from adding ad points

to batching plan investment in order to strengthen

Toll Road maintenance service. The Company’s

strategy is proven to be effective in increasing the

Other Revenue Stream, hence in the last five years

Other Revenue Stream grow by ± 70,2%.

ECONOMIC VALUE DISTRIBUTION (G4-EC1)National economy recorded another positive growth

in 2013, which are mainly supported by domestic

consumption and resulted in the increase of the overall

Indonesia’s welfare. Recent Indonesia’s Bruto per capita

of Domestic product, according to the data from the

Statistic Agency reached Rp. 36, 5 million/person. With

the number, various of people’s demand will shift, with

the increasing need of recreation and cross-region

travel. Indonesian in majority, not focused only on the

fulfillment of basic needs.


The development has increased the number of cross-

region traffic from time to time, consistent with the

ownership of vehicles as proven on the growth of both

the sales of two-wheeled and four-wheeled vehicles in

the last few years. This resulted in the increase of vehicle

volume using the toll road, and automatically increase

the income of Jasa Marga. It also result in the increase

of the Company’s ability to contribute specially in the

nation’s income through tax and dividends. At the same

time, Jasa Marga also able to increase its contribution

to the society’s welfare through the implementation of

community development activity as well as CSR activity.

In general, this condition will also increase economic

value which could be enjoyed by the stakeholders.

This following Table of Economic Performance shows

increase in revenue, which enables Jasa Marga to

contribute in distribution of economic value to the

stakeholders. It is clearly recorded on the table,

the amount of economic value distributed to the

stakeholders, which includes work partner, employees,

shareholders, creditors, government, and society.

Direct Economic Value Generated and Distributed (EC1) No Direct Economic Value (in millions of Rp) Per 31 December 2013

2013 2012 2011

I Direct Economic value generated

a. Operating revenue 5.825,93 5.581,75 4.843,23

b. Other income 508,20 143,47 146,31

Total Direct Economic value generated 6.334,13 5.725,22 4.989,54

II Economic Value Distributed

Operating costs 2561.87 1.978,21 1.806,56

Employee wages and benefits 1333.71 1.146,30 1.050,97

Payment to providers of capital 534.53 640,84 535,78

Payment to government 686.97 692,98 567,18

Total Economic Value Distributed 5117.08 4458.33 3960.49

Economic Value Retanied 1217.05 1266.89 1029.05

CONTRIBUTIONS TO THE NATIONAs one of State-Owned-Enterprise, Jasa Marga

consistently contributes to the state in form of cash

dividends according to the country’s ownership

percentage, which set aside from the operational profit

during the current year and established in AGM. During

the last few years, pay-out dividends ratio over shared

dividends are about 40% to 60% of net profit during the

year.

According to the AGM decision, in 2013 the total of paid

dividends to the country as the main shareholder is Rp

374,17 billion, while in 2012 is Rp 448,59 billion.

Jasa Marga also carry a number of direct financial

contribution aside from dividends, which include the

income taxes and property taxes to the country. The

amount of state contribution of income taxes for 2013 is

Rp. 686,97 billion, while in 2012 amounted to Rp 692,98

billion.

Thus the total contribution of Jasa Marga to the country

within 2013 amounted to Rp 1.061,14 billion, decreased

by 7,58% from the total of Rp 1.141,57 billion in year

2012. As how it took place in the previous years, Jasa

Marga does not directly accept support fund from the

state in implementing the entire operational activity.

CONTRIBUTIONS TO THE LOCAL ECONOMIC GROWTH

(G4-EC8)

In addition to directly contributing to the country in

form of dividends, income taxes and property taxes,

Jasa Marga also plays major role in local economic

growth particularly to the areas surrounding toll

roads and certain areas which are close to the entry

access of toll roads as well as areas which becomes the

location of operational office and supporting office

in nearby areas close to the toll roads owned by the

Company.




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Development and establishment of toll roads access

in one area will be able to attract investors to invest in

form of construction of new industrial areas, as well

as new commercial areas which will develop with the

existence of residential houses, shopping centres,

hotels and other real sectors, which build a new

economic area. The entire activity is supported by the

definite increase of population movement. The new

economic area would impact positively for local areas

in absorbing labor, local natural recources utilization

and industrial raw materials, increase of local revenue

from retribution, local taxes, billboard advertising taxes,

etc. The whole activities visualize both the direct and

indirect impact from development and operational

activity of Jasa Marga toll roads.

Besides both the direct and indirect economic impact

which are posed from the operational activity, Jasa

Marga also realize activities which are targeted to

stimulate economic activity growth which in the

end will possess positive impact on community

welfare increase and encourage economic growth.

The activities are the implementation of community

development program as well as CSR activities which

will be elaborated further.

Jalan Tol Surabaya - Gempol.


PROMOTING GOOD RELATIONSHIP WITH WORKING PARTNERS/CONTRACTORS/SUPPLIERSToll road construction involves various supply of

materials and services with high intensity. Toll road

operation will also involve a certain supply of products

and services, both within routinal maintenance activity

and repair of the damaged infrastructure. To ensure

the quality of constructed road, Jasa Marga builds both

short-term and long-term relationship with product and

services suppliers.

In the fulfillment of product/services which are

conducted by the work partners/contractors, Jasa

Marga implements basic principle of efficient, effective,

open and competitive supply, which are transparent,

not discriminative and accountable for the acievement

of the established and reliable target. To ensure the

achievement of the target, Jasa Marga requires work

partners qualification which are able to provide supplies

of products and services corresponding the quality

standards, good and professional service based on

honest and mutual business ethics.

Kekompakan dan kerja sama dengan penyedia jasa.




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In accordance with guarantee of obtaining quality

contractors and work partners, Jasa Marga applies a few

stages of selection. To maintain cooperation contract

quality which are conducted by the work partners in

supplying products and services, Jasa Marga evaluates

periodically to ensure the attainment of product and

service supplies and to ensure the conduct of certain job

execution contract with maintained quality, economical

and timely.

During the execution of products and services supplies

with substantioal value, Jasa Marga implements the

entire labor regulation, including labor time regulation,

work health and safety insurance and respect of human/

employee vendor rights in operational activity. The basic

human rights include, but not limited to, the regulation

of underaged employee and forced labor. Those things

are important, in concern of construction project of toll

roads are often worked in rural area with limited public

access, which is potential of any action against human

rights. Jasa Marga requires existence of periodic clause

check at certain events to guarantee work partners/

contractors/suppliers’ obedience to the entire regulation.

Jasa Marga consistently conduct periodic evaluation

of work partners/contractors/suppliers’ performances

to make certain of quality long term cooperation. With

the support of e-procurement system, in year 2013,

Jasa Marga re-evaluate periodically the entire working

partners listed in vendor database.

PARTNERSHIP PROGRAM (G4-SO1)Toll road construction generally will be followed by

subtantial economic activity growth and development

in areas near to the location of toll road access/entry/exit

gate. To stimulate growth and development of economic

activity in the society across toll roads area, and to create

favorable relationship with the surrounding community,

Jasa Marga carries out community development

program, through the Partnership Program.

Jasa Marga attains various economic potential

development activities with one purpose, to upgrade

the capabilities of small and medium business units

to grow and develop to be tough and independent

businesses. The Partnership Program is part of the

CSR and Partnership Program, which is a community

development program addressed to the the area

surrounding the Company’s operational area, with a final

purpose to improve community welfare and to refine the

country’s economy.

Partnership program, as stated in the regulation, is a

form of economic value distribution which is obtained

by setting aside the company profit. The program is the

applied support of Jasa Marga for the attainment of

various targets as recorded in Millenium Development

Goals (MDG’s), which emphasizes on the importance of

global movement to alleviate poverty.

In accordance with the Government’s effort in

minimizing national poverty as recorded in the MDG,

Jasa Marga carry out fund distribution of Partnership

Program in form of:

1. Capital Loan with easy requirement for business

development purposes.

Capital loan for development partners which are

done with maximum of 3 years loan with 3% of

administration fee. The amount of administration

service is consistent with the SOE Ministry

Regulation No.05/MBU/2007 about SOE Partnership

Program with Small Business Unit and Community

Development Program.

2. Distribution of development fund grant.

Distributed in form of entrepreneurship,

educational and training mentoring and supporting

grant for promotional/marketing activities for small

and medium business.


As for the general rule applied by Jasa Marga as

requirement to be development partner are as follows:

1. Owns wealth maximumof Rp 200 million excluding

land and buildings;

2. Owns masximum omzet of Rp 1 Billion per year.

Jasa Marga realize the fund distribution through three

basic model, which are:

1. Direct distribution by the Company

2. Partnership distribution by the SOE

3. Partnership distribution by a competent and

integrity third party.

To guarantee the improvement of entrepreneurship

capabilities, improvement of economy and partnership

development welfare, Jasa Marga conducts various

development programs to the development partners,

which covers: production technique training, financial

management training, English and Marketing, and to

engage them in local exhibitions, both national and

international.

In addition to development activities, Jasa Marga also

supports in the market establishment of the partners

through the engagement in various exhibition events

and partners’ products promotion, which are:

Development Partners’ Products Exhibition:

1. To facilitate the participation of partners to involve

in various exhibition events both domestic and

international.

2. Development Partners’ Product Promotion.

3. Products promotion through the distribution of

product profiles and product samples delivery to

product galleries as well as distribution of news

regarding the related activities of partners in

various medias.

In 2013 the SOE Ministry has established a regulation

regarding the Partnership Program, according

to the letter No. S-92/D5.MBU/2013 regarding

Partnership Program Management and Environmental

Development. The regulation states:

a. Starting from 2013, profit allocation for Partnership

Program is eliminated, on the other hand the

running Partnership Program is to be continued to

run, however, the activity of new loan allocation

is eliminated, only the billing activities and

Partnership’s monitoring is to be continued.

b. The current conduct of Partnership Program which

is consistent woth SOE Ministry Policy, will be

handed over to the selected SOE chosen by the

Minister.

According to the SOE Ministry regulation in 2013, Jasa

Marga does not allocate funds to the new Partnership

Program, which result in implementation position as

follows:

Partnership Rogram RealizationDescription Period

ReportRealization

2011 2012 2013

Distributed Funds

47,219,000,000 48,069,500,000 -

Partners 4,723 4,994 -

In accordance to the SOE Ministry regulation, in 2013

Jasa Marga also has stopped the implementation

of development program as well as Partnership

Development promotion.




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652013 Sustainability ReportLaporan Keberlanjutan 2013 65

SATRIA COnfECTIOnERy, gRowing togetheR with toll RoAd developmentS

Facilitated by industry and trade division of cirebon, tabroni, the owner of Satria confectionery (manisan) small business unit receive the business development credit in the partnership program event in 2009, with amount of Rp 10 million. with the supported capital, tabroni’s business develops. the production expanded from 20kg/month to more than 80kg/month, which resulted in the inceare of omzet from Rp6.000.000/month to Rp20.000.000/month. the growth enables tabroni to employ labors from his community about 15 to 20 people, since registered as development partner of palikanci branch of Jasa marga.

in 2012 Jasa marga increased the loan fund to Rp40 million, which then be used to build a candy dried fruit installation. Jasa marga also supports the proram with basic management training program and market establishment through the engagement in various exhibition events. Since their participation in the partnership program as managed by Jasa marga cSR unit, “manisan Satria” products continue to be widely known. the completion of green house installation resulted in the increase of production to the amount of 100 kg/month, with various choices of candied fruit, including: nutmeg candy, mango, kedondong, candied rosella, candied starfruit, candied tomato and candied ginger. if we are to do a culinary travel in cirebon area, we will find the candied products sold in local souvenir shops.

From this business, tabroni has succeeded in raising his children until they obtain graduate degrees. Accompanied by his loyal wife (tueni/ 52 years old) tabroni still store a sincere dream to expand his small business to be a national scaled business, which needs to be supported by all competent parties, especially palikanci branch of Jasa marga.

in his late age, tabroni still live on his dream to actively participate in national-scaled exhibitions just like the previous years to be able to introduce his products, and to expand his marketing area, in accordance with the development of toll roads which will support the economic growth of all stakeholders surrounding the development.

Rumah Kaca, salah satu media mempercepat proses

pembuatan Manisan. Suhu maksimal 55o C


in some cases, Jasa marga have to create climate effect mitigation steps by building additional construction to prevent damage on the maintained toll road, even conducting basic repair to the defect caused by the extreme weather change.




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Recent rapid climate change has

increased the awareness of the

society. Experts’ research shows the

particular condition is triggered by

the disturbance in the atmosphere

caused by carbondioxide emission

and greenhouse emission

(particularly CO2, methan, freon,

and the like) as the result of human

activities. Some of human activities

that are considered as the major

cause of the condition are industrial

activities (particularly Coal Power

Plant), transportation activities and

household activities (cooking).

Regarding transportation activity,

travel condition and vehicle

condition become the main

cause of CO2 emission released

to the atmosphere. In response

to the condition, some of the

world’s biggest transformation

tools producer countries, such

as Japan, US, and Germany, have

introduced transportations that

are environmentally friendly. These

major industrial countries have

applied technologies which enable

the combination of electricity and

fuel in generators, with lowered

emission level.

To restore travel condition where

traffic jams result in the high level of

CO2 emission, developed countries

generally equip transportation

facilities with integrated toll roads,

in addition to variety provision of

transport means, such as electric

train which connects inner and

outer suburbs. The effort, however,

is not enough to substantially

decrease the emission level.

Global-scale movement and

cooperation are much needed to

encourage the entire components

of the society to maintain the


earth’s sustainability. Various actions in global scale have been conducted, for example the implementation of

Kyoto Protocol and others that are expected to initiate parties to participate in the improvement of environmental

condition in each region for the better future.

GREENHOUSE EMISSION FROM BUSINESS ACTIVITIES OF JASA MARGAThe main activities of Jasa Marga is to construct and maintain toll roads as part of comprehensive infrastructure

to support the efficiency of transportation activities. With the toll roads construction, transportation activities are

expected to be more timely and effective, therefore CO2 emission could be lowered, compared to the condition of

transportation process in the event of traffic density or traffic jam.

Construction and maintenance of the toll road do not include the preparation process, therefore CO2 emission

originate only from transporting construction materials and supervision purposes, as well as road maintenance

and administration activities. Those activities are powered by electricity to illuminate office buildings and other

structures, the use of fuel for office vehicles, the use of paper for various purposes as well as the use of refrigerant for

room conditioning.

However toll road construction will result in limited areal surface change, which on several lanes have harmed local

floral habitat, and therefore decreases CO2 absorption in the area.

IMPACT AND POTENTIAL OF CLIMATE CHANGE TO BUSINESS ACTIVITIES OF JASA MARGA (G4-EC2)Extreme weather condition affect operational activities of Jasa Marga, in terms of road structure damage caused by

flood and landslide which disturb the traffic of maintained toll road. In some cases, Jasa Marga have to create climate

effect mitigation steps by building additional construction to prevent damage on the maintained toll road, even

conducting basic repair to the defect caused by the extreme weather change. The following table shows the impact

of weather change to toll road condition.




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Lane Handling Notes

CTC Long storage normalization KM 20+600B Flood Handling

Submersible Pump Replacement

River and Cross Drain Normalization

Installation of clean water filter at Toll Gate Kamal 2 and Kamal 3 Clean Water

JLJ Channel, main hole and cross drain normalization Flood Handling

Jagorawi Gardening and greening across Jagorawi lane Reforestation

Jakarta - Cikampek

Toll road reforestation Reforestation

Jakarta - Tangerang

Channel normalization and improvement of channel quality Flood Handling

Greening, reforestation and gardening located at KM 08+200 to KM 26+100 A/B

Reforestation

Palikanci Tree Planting KM 209 s/d 221 Reforestation

Tree Planting KM 223 s/d 232

Channel normalization and stone mounting at KM 207 s/d 225 Flood Handling

Purbaleunyi Construction, Normalization, restoration of side drainage Flood Handling

Drainage Arrangement Studies

Padaleunyi and Cipularang lane reforestation Reforestation

Surabaya Reforestation of Rumija Toll Road year 2013 Reforestation

Side drainage normalization project Flood Handling

Semarang Drainage normalization KM 07+2008, Jangli Ramp Flood Handling

In addition to the effect towards the operational

activities, such condition also is an opportunity of

business growth for Jasa Marga. The demand for road

facilities enables the transportation activity to be

conducted rapidly, reliable and efficient which only

create greater demand for toll road construction. With

improved road quality and relatively free from rainy

puddle as well as intersection plot, toll road guarantee

transportation timeliness. Timeliness and smooth travel

quality also create efficiency fuel, better combustion

process and lower CO2 emission.

Economic progress result in an increase of cross-region

transport demand, therefore the growth of cross-

region traffic and transportation also follows, which

result in demand for more toll road construction.

Empirical studies show that countries with sufficient

infrastructure support, including toll road networking,

could record high economic growth, with high level of

economic competitiveness.

The increase of demand caused Jasa Marga to

be consistent in realizing toll road development

investment, to encourage increase of nation’s economic

and construction growth.

ENVIRONMENTAL TRANSFORMATION, PARTICIPATION OF JASA MARGA IN CONSERVING THE ENVIRONMENT Real commitment form of Jasa Marga in environment

preservation and participation in greenhouse

mitigation are environmental transformation within

the entire company management activity. To ensure

the ongoing activity towards environment-friendly

operation, Jasa Marga Management implements

Directors’ Decree No.165/KPTS/2013 dated December

10, 2013 with reference to “Guide to Environment

Management System in Company and Sister Company

Area of PT Jasa Marga (Persero) Tbk”. Implementation of

the Directors’ Decree is expected to:


ENVIRONMENTAL MANAGEMENT SYSTEM (EMS) ROADMAP

The priority of the EMS program is the creation of a disciplined culture that upholds cleanliness, greenness, and healthfulness.

AWARENESSFRAMEWORK

DISCIPLINEHABIT

CULTURE

• Management/Employees aware of their obligation to abide by the laws, regulations, and EMS concept

• Formulation of Policies, Guidelines and Regulations

• Formulation of Organization

• Formulation of Procedures and Work Instructions (form)

• EMS implementation according to the regulations with supervision

• Quick and accurate reporting

• Review of policies

• EMS becomes a necessity of the Company, its employees, and is acted upon critically and fully responsibly

• EMS becomes a necessity of the Company, its employees, and is acted upon critically and fully responsibly

• Re-identification of environment

• Systems enhancement

• Periodic audit program

• Periodic inspection• Reward and

punishment• Comprehensive

and timely reporting

• Periodic inspection program

• ISO 14000 certification

• Periodic audit program

• Reward and punishment

• Comprehensive and timely reporting

• Periodic inspection• Consistent

awareness and promulgation program

• Maximization of EMS competence

• Prevention and reidentification of environment

• Monitoring and evaluation

• SML enhancement• ISO 14000

certification

• Promulgation• Program

development• Trial run• Preparation of

human resources with EMS competence

• Benchmarking

• EMS program kick-off

• Formulation of training manual and procedures

• Team formation• Environmental

identification

2013 2014 2015 2016 2017

Prep

arat

ion

for I

mpl

emen

tatio

n

AIMS

1. Prevent environmental damage and/or corruption around the Company’s operation,

2. Maintain cleanliness and preservation of environmental function

3. Compliance of statutory provisions, Government Regulation, Ministerial Decree and Local Regulation in

Environmental Field.

While the targets are:

1. Creation of green environment, healthy, hygiene, beautiful and with good quality in the Company’s operational

area,

2. Fulfillment of the ecosystem in the Company’s operational area,

3. Achievement of customer and stakeholder’s satisfaction.

To ensure the development of the environmental management into a new culture of discipline, Jasa Marga has set

up an Environment Management Road Map System, which covers the implementation of various activities related to

the environment which takes event between 2013-2017, as follows.




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The scope of environmental management maintenance which are applied on the road map includes:

1. Establishment of Supervisory Regulation and Air Pollution Management, Noise and Reforestation in the area of

the Company.

2. Establishment of Dump Management Regulation in the Company’s area with reuse, reduce, recycle (3R) pattern.

3. Establishment of Hazardous and Toxic Waste Management Regulation in the Company’s area.

4. Establishment of Drainage Supervisory and Management System in the Company’s area.

5. Establishment of EIA Planning and Control Regulation at Toll Roads Projects.

As for the operational policy which is implemented in order to improve environmental quality, the decisions are as

follows:

1. Energy reduction from the use of new technology which could reduce energy consumption in the Company.

2. The replacement of products to eco product (environment-friendly products)

3. Inventory of the number of trees which are to be re-planted on every construction project.

4. Re-planting as the consequence of the cutting of trees that are needed to be done.

MANAGING AND MONITORINING THE ENVIRONMENT FOR SUSTAINABILITYJasa Marga conducts Management and Monitoring of Environment as a form of company’s commitment to

preserve the environment. The implementation of the program can be adjusted according to the result of

environment management recommendation document (EIA or Environmental Management Effort- Environmental

Monitoring Effort)on every toll road construction project which always begin with EIA or Environmental

Management Effort- Environmental Monitoring Effort.

The impact on the toll road construction project in general are relatively limited to road lane, according to criteria

of quality standard parameters as stated by the Decree of Environment, Environmental Impact and other related

government regulations.

Environmental Condition MonitoringAccording to the stipulation on EIA document as well as Environmental Management Effort- Environmental

Monitoring Effort, Jasa Marga is monitoring over:

1. water quality,

2. air quality/emission

The monitoring result shows that in every main operational area, the measured parameter has always been under

the provision of environmental quality standards and established according to the rules. This measuring process

is a form of monitoring against environmental quality. The source of air emission based on the monitoring result

originate from the toll road transpotations’ burning fuel. The result from emission monitoring of the surrounding

area of the managed toll road lane are as follows.

Greenhouse Emission and Air Emission Level Monitoring Result

Toll Road Monitoring Points CO SO2 NO2 HC Pb O3 Debu

ng/nm3 Jakarta-Cikampek 46 10,791.25 112.58 64.30 87.21 0.24 28.23 138.48

ng/nm3 Palikanci 10 8,450.50 <17,15 <10 na 0.082 16.42 67.20

ppm/mg3 Surabaya Gempol 16 0.83 0.010375 0.005125 na 0.005625 0.000625 0.1160625

ng/nm3 Belmera 5 4800.40 212.60 96.42 102.30 0.28 133.00 55.42

ng/nm3 Jakarta-Tangerang 5 4907.60 45.88 40.56 130.80 0.13 34.03 291.60

ng/nm3 Semarang 16 8445.50 2.30 1.31 na 0.08 0.25 349.08

ng/nm3 Jagorawi 24 3353.58 295.21 150.04 125.25 0.12 3353.58 204.79

ng/nm3 Dalam Kota /CTC 32 4631.47 343.69 179.84 126.13 0.25 81.53 263.91

ng/nm3 Purbaleunyi 800.64 28.28 83.11 na 1.18 na 132.32


Apart from monitoring emission on operational area, Jasa Marga also manage a few other operational parameters,

which covers: material use, energy use, water conservation as well as waste management.

Material Usage (G4-EN1, G4-EN2)

Majority of the materials are only used as road and foundation construction materials, where there is minimal

preparation process involved. As form of participation in environmental conservation activity, Jasa Marga

applies a series of steps which enable the reduction of natural source and encourage the use of recycled

materials. Main materials are generally used in road and foundation construction process, while the leftover

residue from toll road maintenance are generally used in improvement of roads around the toll road.

The main materials for construction and improvement of toll road and the facilities consist of aggregate,

asphalt, sand, cement, as well as other materials, and not one is considered as Hazard and Toxic Material. As for

the recapitulation of materials used in the year 2013 includes:

List of Material Usage

Material Satuan Jumlah

Asphalt ton 36,368.79

Asphalt Cement ton 6,288.42

Cement ton 4,501.53

Concrete m3 252,234.04

Stone/Gravel m3 17,446.81

Periodic improvement of toll road construction operational activity produces residue, used asphalt to be one of the

product. This residue usually is not to be recycled but directly utilized as road construction material around the toll

road which is being constructed.

Energy Cosumption and Reduction (G4-EN3, G4-EN6, G4-EN16, G4-EN19)

Jasa Marga consume energy directly as well as indirectly for operational activity. Direct energy which used in

operational activity is in form of fossil fuel, which are diesel and gasoline, the primary energy source in toll road

material transporting. Both types of energy source has been used as operational transportation energy source, while

diesel is used for both diesel generator and operational transportation. The recapitulation of primary energy source

consumption in year 2013 is as follows:

Energy Source Units 2013 2012

Diesel Oil liter 1.146.516 1.895.555

Gasoline liter 168.621 486.393

Gasoline liter 1.278.208 567.955

Dex liter 293.971 -

Total liter 2.887.315 2.949.903




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On the other hand, the calculation of energy conversion used and CO2 emission released from the use of primary

source of energy is as follows.

Total of energy direct consumption and direct CO2 emission (G4-EN15)

Energy Source Coversion Unit 2013 2012

Diesel GJ 128,1 211,75

Gasoline GJ 166,4 78,01

Gasoline GJ 106,5 47,34

Dex 22,9

Total GJ 401,1 337,10

Energy Source CO2 Emisi Conversion 2013 2012

Diesel kg eq CO2 3.059.019,3 5.057.530,3

Gasoline kg eq CO2 409.142,0 118.017,7

Gasoline kg eq CO2 2.870.216,1 1.275.343,0

Dex kg eq CO2 623.470,4 -Total CO2 Emission kg eq CO2 6.961.847,0 6.450.890,9

Indirect Energy which is used in operational activities covers the electricity usage for headquarter, branch offices,

toll gate lighting, and operational facilities lighting necessities. Electricity power supplied both by PLN and the

company’s power plant (using diesel fuel).

Total consumption of electricity supplied by PLN during 2013 reach to 48.708,9 MWh or 175.352,1 gigajoule, while

total of electricity consumption during 2012 is 43.938,0 Kwh or equivalent to 158.169,8 gigajoule.

Remarks Units 2013 2012

Electricity Usage supplied from the State Electicity Company

Kwh 48,708,924 .0 43,936,048.5

GJ 175,352.1 158,169.8

In the event of reducing electricity power consumption level for operational necessities and as an implementation of

environmentally-friendly operation policy, Jasa Marga applies steps of indirect energy efficiency, which include.

1. Replacement of lightings with energy saving LED type lamp.

2. Turning off unused room lighting.

3. Applying Air Conditioning settings as needed and according to the set rules and to implement the energy

saving Air Conditioner replacement program.

4. Use of Solar Cell for public road lighting.

Jasa Marga also pioneers the use of renewable energy sources, which is solar power by using solar cell technology

application, as energy source of lighting for a number of highways outside the city. The use of solar cell also

purposed to overcome the scarcity of power supply in areas that are economically unreachable by PLN. Therefore

these locations which have high risk of accidents could receive lighting during the night.


Lanes of Jasa Marga toll roads have now utilize

alternative power source (solar cell) for the lightings.

These lanes are:

1. Cipularang toll road (Cikampek–Purwakarta–

Padalarang), as a pilot project. Number of installed

road lighting up to this point have reached 661

posts. (190 posts in 2013)

2. Cawang- Tomang-Cengkareng toll road, as fas as

38 KM. Total of lamp post installed along the road

is 3.484 lamp posts (1.506 posts in 2012), operated

since May 2012.

3. Prof. Dr. Soedyatmo toll road, which has been

equipped with Solar Power LED lighting, total to

827 lamp posts (115 posts in 2012)

4. Semarang toll road owns 15 posts, Cikampek

Jakarta has 63 posts and Gempol Surabaya has 66

posts.

PJU solar cell.2013 Sustainability Performance Overview



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Total Amount of PJU solar Cell and LED at Jasa Marga Operated Toll Roads

Toll Roads LED Bulbs Solar Cell Bulbs

Jagorawi 339 Dalam Kota-Bandara 0 3484Jakarta-Tangerang 0 827Jakarta-Cikampek 382 63JLJ 540 0Purbaleunyi 0 661Palikanci 120 0Semarang 0 15Surabaya-Gempol 740 66Belmera n.a

These efforts has brought Jasa Marga to reduce the

amount of indirect energy consumption. Total of energy

consumption saving which is the result of the positive

policy reach to 3.288 KWh/month during 2012, or total

amount of 39.458 KWh, equal to a decrease of emission

with total to 26.900,5 Kg eq CO2.

In 2013, total of indirect energy saving from solar cell

application for street lighting are 88.015,1 KWh/month or

total to 1.056.181,5 KWh a year, which the number equal

to a decrease of emission to 720.051,7 kg eq CO2.

Greenhouse Emission ReductionIn addition to the reduction of indirect emissions

through the use of electricity savings as mentioned

above, Jasa Marga seeks to reduce CO2 gas emission

and other greenhouse elements by implementing

the policy established by SOE Minister in order to use

non-subsidized fuel with higher octane level. The use

of higher level of octane is a form of CO2 emission

reduction initiative which released from motor vehicle,

since the released emission fron the particular fuel is

environment friendly.

In addition to the policy, the Company also implement

other policies in relation to pollution and greenhouse

effect control, including:

1. Correction of gas waste emission

2. Energy saving efficiency

3. Development and utilization of environment

friendly alternative energy

Jasa Marga also make serious effort in decreasing the

use of chemical emission which could harm ozone layer

(ozone depleting substances/ODS), specifically to objectify

refrigerant replacement on air conditioning system with

environmentally friendly product.

Other effort implemented to decrease CO2 level in the

atmosphere is by carrying out reforestation activities on

particular areas at toll roads as well as the headquarter,

branch offices and business units.

Water ManagementJasa Marga utilize water to the extent of office

household needs within the entire unit, including

headquarter, branch offices, as well as operational unit.

The water usually sourced from the wells and PDAM.

Ground water sourcing at the headquarter as well as

branch offices/ operational units which has not been

reached by the water company (PDAM) always in

accord with the quantity limit as established by the

policy.

Jasa Marga implements simple Waste Management

Installation (WMI) as a method to reuse the entire

volume of the water. The outcome of the water

reusal utilized for limited purposes only, such as for

operational vehicle washing and for plant watering,

and the rest is channeled to the common stream which

connected to the nearest water pool.


In order to restore environment condition and maintain

cleanliness within toll road management area, Jasa

Marga implement waste cleanup program across toll

road corridor.

Toll road waste management action according to the

Operational Director Letter No. 18/SE-DIR/2011 dated

November 30, 2011 in order to maintain environmental

hygiene along the toll road which includes waste

management caused by littering on toll road/toll gate/

toll gate office/branch office/sister company office.

In general, these wastes are organic waste, which are

processed to become compost fertilizer in collaboration

with the capable party. While anorganic waste, such as

plastic packaging, paper and others are processed as

recycle goods by the third party.

REFORESTATION FOR CO2 ABSORPTION AND AREAL CONSERVATIONJasa Marga implements reforestation program around

operational area and toll road construction project

area, as part of CO2 emission reduction. Reforestation

is done along the road, in certain areas on toll road

located on hillside which own great potential for

landslide and harm construction security of the road.

Which beside the CO2 absorption, reforestation also

beneficial to strengthen soil structure, and at the same

time considered as natural diversity conservation.

Therefore the Company choose a certain type of plants

which has good ability to absorp CO2 but would not

harm road-user security in the reforestation process.

The chosen plants for reforestation in toll roads are

durable plants with strong branches and ornamental

plants with minimum requirement of maintenance.

To support ground water conservation, Jasa Marga

utilize open space around the headquarter building,

branch offices and operational units as watersheds. At

particular areas which are established as watersheds,

the Company creates biopores as water infiltration

media to relatively maintain the water ground surface.

Meanwhile, to ensure stability and security of toll

road from ground water concentration under the

toll road construction, Jasa Marga conduct a routinal

pumping of ground water from toll road pile at certain

areas of the managed toll road lanes. The Company

utilize the ground water waste to be distributed to

the surrounding community, which is allocated for

individual hygiene, as well as constructing hygiene

facilities including bathrooms for communities in the

areas near the toll road.

Waste ManagementAdministrative activity within toll road management,

also require routine supply of paper. Jasa Marga has a

policy to always treat paper waste, including toll tickets

paper, as recycling material for future paper processing.

In one month, out of the entire activities in branch

offices of Jasa Marga which require a lot of paper,

around 80% of the waste become recycle waste. Jasa

Marga build relationship ans cooperation with other

competent parties to manage the paper waste to be

recycled.

As for the other materials which are not usable for Jasa

Marga but considered able to be recycled, Jasa Marga

hand over the management to a more capable party.

Handling of the unused materials, such as used heavy

equipments, toll road used construction tools and

waste paper basically done in three ways, which are

sales, giveaway and extermination.




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Durable plants chosen for toll road reforestation include

Trambesi tree, Mahogany, Gladogan Tiang, Bintaro, and

Teak. Trambesi or the Rain Tree sould absorp 28 tonnes

of carbondioxide (CO2) per year, therefore beneficial to

the control and reduction of CO2 emission.

In 2013, Jasa Marga has conducted the planting of

75.833 trees. The number decrease by 53% out of

161.000 trees planted in year 2012. The decrease is

caused merely by the limitation of areal surrounding

the toll road.

Jasa Marga “save mangrove”Jalan Tol Bali Mandara.


Tree Planting Distributon at Toll Roads, 2012-2013

Branch / Toll Road

Amount of Tree Tree Species Planting Location

2013 2012

Jagorawi 6.600 17.886 Trembesi/Mahoni, Bintaro, Cemara Norfolk, Palm Sadeng, Palm Putri, Hanjuang Besi, Casia Glauca, Kembang Merak, Oliander, Kembang Kupu-Kupu, Spatodea, Kamboja, Pisang Kipas, Ficus Hili Limelight, Agave, Pucuk Merah, Oliender, Stpertya, Bougenville Pagar/Bonggol

Spread throughout Rumija Tol Jakarta- Bogor-Ciawi

Jakarta - Cikampek

15.601 20.182 Mahoni, Bintaro, Salam, Bungur, Jabon, Kayu Putih, Johar Kuning, Pule, Sawo Kecik, Kaya, Trembesi, Nyamplung, Kelapa Sawit, Bougenville dan tanaman hias

Spread throughout Rumija Tol Jakarta- Cikampek

Cawang- Tomang- Cengkareng

- 13.996 Bintaro, Trembesi, Palm Sadeng Chinensis, Palm Putri, Cemara Lilin, Tanjung, Dadap Merah, Oleander, Bunga Kupu-Kupu, Ficus Hili Limelight, Andong Laut, Bougenville Pagaran, Calathea, Agave, Aralia, Sambang Darah, Thevetia.

Spread throughout Rumija Tol Cawang- Tomang-Cengkareng

Semarang 2.342 2.719 Mahoni, Trembesi, Tanjung, Jabon, Bougenvile, Rambutan, Dadap Merah, Bintaro, Sengon, Jati Kebon

Spreaded throughout Semarang Toll Road

Belmera 400 3.000 Pucuk Merah Spreaded throughout Belmera Toll Road

Surabaya- Gempol

12.159 14.013 Spatudea, Mahoni, Glodogan Tiang Spread throughout Surabaya-Gempol Toll Road

Jakarta- Tangerang

7.000 23.223 Mahoni, Dadap Merah, Bungur, Jati Mas, Kamboja Kuning, Kol Banda, Song of India, Palem Waregu, Palem Kuning, Bougenville, Kembang Merak, Pucuk Merah, Oliender, Yuka, Palem Phoenix, Euphorbia, Sansiviera, Agave Putih, Agave Hijau, Nanas Merah, Pandan Kuning, Soka Santan, Kana

Spread throughout Jakarta – Tangerang Toll Road

Purbaleunyi 27.851 61.592 Kembang Merak, Kayu Kenari, Akasia Mangium, Trembesi, Dadap, Glodokan, Sawit, Spathodea, Oliander, Bougenville, Ketapang, Akasia Bunga Kuning, Kaya, Kenari, Tabebuya

Spread throughout Cipularang – Padaleunyi Toll Road

Palikanci 3.880 4.714 Mahoni, Akasia, Bungur, Ketapang, Trembesi, Angsana dan Mangga

Spread throughout Palikanci Toll Road

Total 75.833 161.325




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As part of natural diversity conservation at certain

areas, such as Nusa Dua- Ngurah Rai- Benoa, Bali toll

road area, Jasa Marga implements the planting of

10.000 mangroves at the coast which directly connects

to the toll road. This effort is expected to help in the

restoration and wuality improvement of coastal area,

as spawning ang hatching places of marine life such as

fishes, crabs, shrimps, and so forth.

NATURAL CONSERVATION BY THE ENVIRONMENTAL DEVELOPMENT PROGRAM Besides operational activity, Jasa Marga also shows

commitment to natural conservation through

Environmental Development Program. Conservation

activities through this program are education,

participation, and sponsorship with aim to develop

awareness of the society, particularly the community

living in toll road area, about the importance of natural

conservation for the present life as well as for future

generation.

Total of organized funds for natural conservation

activity in order to implement Environmental

Development in the year 2013 reach to Rp 1,40 billion,

with a series of activity covering:

1. Planting of 15,000 productive trees (sukun,

mango, and Binjai rambutan) in areas surrounding

the toll road in the entire branch of Jasa Marga

and Sister Company (PT JLJ).

2. Mangrove tree planting program in the bay area of

Bali Mandara toll road.

3. Plant sharing program for reforestation with total

to 1.400 tree stumps to the people living around

Jagorawi toll road area.

The various activity shows commitment of Jasa

Marga in natural conservation and encourage the

awareness to the people in the importance of clean and

everlasting environment for this life as well as for the

future generation.

TOLL ROAD CONSTRUCTION IMPACT MITIGATION AGAINST THE ENVIRONMENTAs top developer company and toll road operator in

Indonesia, Jasa Marga always conduct EIA before the

construction of new toll road. This is in accordance

with Government Regulation No. 27 of 1999 on

Environmental Impact Assessment. EIA conducted start

from pre construction, construction process until the

operation day of toll road. This is a compulsory process

to ensure that the toll road constructed would not

result in environmental damage.

In the planning of toll road EIA, Jasa Marga always

involve the entire related stakeholders, including

people residing around the project area and whoever

potentially affected by the toll road construction.

Factors such as balance of ecology, nature diversity and

climate change are only a few factors in determining

the toll road construction.

There are no toll roads that intersect areas with highly

protected natural diversity except the ones owned by

PT Jasa Marga Bali Tol (Sister Company) Jasa Marga.


Jasa marga has established the career pathway for the Future leader development program. the training program is focused on each career level.

Achievement Motivation Training.




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ROLE AND POSITION OF JASA MARGA PERSONNEL To support the achievement of the

Company’s Vision and Mission, in 2013

Jasa Marga set up a transformation in

the organization and management

of its Human Resources through the

development of the Human Resources

System, which is integrated with

the purpose of increasing employee

efficiency and productivity as well as

preparing talented leaders for the future.

Jasa Marga currently views its

Human Resources as one of the

stakeholders that have a strategic

role in its achieving long-term

goals and business sustainability.

Therefore, Human Resources has

now become the subject, Human

Capital (HC), i.e. work partners that

play an important in creating profit,

people’s welfare, and environmental

conservation proportionally. Thus,

the employee acts as a partner

as in increasing the Company’s

performance (partner in profit), a

partner in carrying out operational

tasks (partner in responsibility), and

a partner in improving productivity

(partner in production). To this end, the

current and future Human Resources

management shall be adjusted with

the framework and strategic position

of Jasa Marga to realize its long-term

goals, which are reviewed periodically.

In order to fulfill the changes in the

Human Resources development

pattern and program, Jasa Marga

continues to rely on the results of

an intensive communication as well

as place the understanding and

expectations of its Human Resources

as a stakeholder in its planning. Jasa

Marga understands that the main

expectations of Human Resources

as a stakeholder include: conducive

working environment, clearly

defined career path and performance

evaluation, performance-based

remuneration and assurance on their

well being.

Jasa Marga’s human Resources development


PARADIGM SHIFT IN HUMAN RESOURCES MANAGEMENTBased on the understanding about Human

Resources expectations aforementioned, Jasa Marga

establishes and implements a set of Human Resources

development programs and mechanisms in order to

achieve the balance between fulfilling the Company’s

interest that expects the optimum performance of its

employees, as well as improving their competencies

and develop the Company’s business. The measures

taken to optimize human resources development

applied by the Company are reflected in a number of

policies, as follows:

1. Complying with labor laws.

2. Upholding the employees’ rights.

3. Providing development and competence training

programs.

4. Upholding gender equality and career path.

Based on the stages of Human Resources development,

which was started in 2010 and followed by the

formulation of the Human Resources System Strategic

Plan for 2010-2020, the development of Human

Resources at Jasa Marga can be illustrated by the

diagram below:

Bipartit Meeting on Collective Bargaining Agreement.




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As seen on the above diagram, in 2013 Jasa Marga

entered stage 2, i.e. Capability Development, which

is marked by the plan to invest and develop new

businesses outside of Java, which is becoming

increasingly challenging. In line with this stage, the

orientation of Human Resources development was

transformed from “Empowering the Basics of Human

Resources Development” into “Building Competence”.

This transformation brought about changes to the

Human Resources Development programs in 2013. Jasa

Marga intensively introduces and establishes various

Human Resources management programs, to develop

employee competence through training programs,

management of talented employees, implementation

of remuneration package, as well as performance-

based career path.

STRENGTHENING INDUSTRIAL RELATIONS WITH EMPLOYEES (G4-HR4, G4-11)In order to establish a conducive working environment,

Jasa Marga is consistently constructing a healthy

industrial relation with its employees, providing mutual

and reasonable benefits to them as a basic framework,

and placing the employees as partners in the pursuit

of the Jasa Marga Vision and Mission. The Company

defines this industrial relation in a mutual agreement

called the Collective Bargaining Agreement, which has

undergone a phase of intensive discussion between the

two parties grounded on mutual respect.

The Collective Bargaining Agreement was formulated

along with representatives of the employees within

the Serikat Karyawan Jasa Marga (SKJM) labor union,

and is reviewed periodically, i.e. once every two years.

Currently 99.92% of all employees of the Company are

members of the SKJM, and therefore the labor union

possesses a strong legitimate power for representing

employees in their interaction with the management

and in their discussion of the clauses contained within

the Collective Bargaining Agreement.

In 2012, the Company and the SKJM conducted a

meeting with the points agreed upon and specified

within the Collective Bargaining Agreement for

the period of 2012-2014. This Collective Bargaining

Agreement was registered to the Ministry of

Manpower and Transmigration of the Republic of

Indonesia, Directorate General of Industrial Relations

Management and Social Security in Jakarta, based

on the Decree of the Director General of Industrial

Relations Management and Social Security No. Kep.

137/PHUSK.PKKAD/PKB/VIII/2012 on the Registration of

the Collective Bargaining Agreement between PT Jasa

Marga (Persero) Tbk and Serikat Karyawan Jasa Marga

on 14 August 2012.

The Collective Bargaining Agreement stipulates

the rights and obligations of the Company and the

employees on fair terms. The existence of the Collective

Bargaining Agreement asserts that both Jasa Marga

and its employees have agreed that:

1. There is a balance between the rights and

obligations of the Company and of the employees,

covering: industrial relations, terms for work, and

general protocols;

2. There is certainty underlying the cooperation

between the Company and its employees;

3. There is a method through which differences in

opinion can be addressed upon equally and fairly,

on the basis of negotiation to achieve consensus.

Transition I Transition II Ultimate

Strengthening HR Foundation

2010 - 2013Short-term

Building Performance

2013 - 2017Medium-term

Optimizing HR Capability for Business

Growth

2017 - 2022Long-term


With this agreement, 100% of all employees of Jasa

Marga therefore have their rights protected by the

Collective Bargaining Agreement.

The Collective Bargaining Agreement also stipulates the

period that must be observed prior to any significant

change related to the Company’s main business

activities being put into effect. In certain cases, such

as those that involve a fundamental change in the

structure of the Company, e.g. merger, acquisition, or

restructuring, Jasa Marga is obliged to inform the plan

to all employees at the latest 1 (one) month before the

change is put into effect.

CONDUCIVE WORKING ENVIRONMENTAs a part of Jasa Marga’s intention to be a leader

in the Indonesian toll road operator market, which

is continuously growing with increasing regional

competitiveness, the Company strives to create a

conducive working environment that enables all of its

employees to conduct their daily activities and tasks

optimally and to deliver the greatest contribution to

the Company’s performance.

To ensure the creation of a conducive working

environment, Jasa Marga strives to foster a good

industrial relations by building effective rapport,

managing its Human Resources in a highly

professional manner, and upholding all labor-related

regulations. Jasa Marga is further committed to

executing the provisions in the Collective Bargaining

Agreement, as described below.

1. Freedom to Associate (G4-HR4)

Jasa Marga guarantees its employees’ right to be

form or participate in labor unions, as employees’

relation with the Company is one of mutual and

reliable cooperation. This guarantee to form and

participate in labor unions is stated in the Law No.

21/2000 about Labor Unions.

The existing labor union at Jasa Marga is named the

Serikat Karyawan Jasa Marga, which is abbreviated

into SKJM. The status of this labor union is

independent and unaffiliated. SKJM is listed in the

Office of Manpower with the Record No. Kep. 41/

IV/P/IV/2001 dated 27 April 2001.

Jasa Marga allows its employees to become members

of the SKJM, which now has a total membership

coverage of 99.92%. The management believes that

the relation between the Company and SKJM will

continue to be excellent. The establishment of the

labor union is expected to support the manifestation

of the three partnership principles (partner in profit,

partner in responsibility and partner in production)

within the daily industrial relation framework.

2. Applying the Equality Principle (G4-EC5)

Jasa Marga guarantees the application of equality

principle in its Human Resources Management in

every stage, starting from recruitment, training,

performance evaluation, career path development,

to remuneration. The application of equality

principle is expected to support Jasa Marga in

attracting potential and most talented candidates in

order to join and contribute their utmost to achieve

the common goal. The equality principle shall

motivate existing employees to contribute their

best to their performance.

Jasa Marga guarantees that the salary given to

new employees on the lowest level is above the

Minimum Regional Wage or the Minimum Provincial

Wage in the region where Jasa Marga is located. The

remuneration package includes Holiday Allowance

and Leave Allowance which are beyond the

compulsory amount and the distribution of Service

Production Incentive shall the Company derives

profit from its operations.

The following table displays how lowest wage for

new employees is above the Minimum Regional

Wage.




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Ratio of Lowest Wage for New Employees of Jasa Marga to the Minimum Regional Wage in 2013 (G4-EC5)

Business Unit Minimum Provincial Wage *) Minimum Regional Wage %

Head Office 3,157,720 2,441,301 29%

Jagorawi Branch 2,907,000 2,352,350 24%

Janger Branch 3,683,000 2,442,000 51%

Surabaya Gempol Branch 3,638,160 2,200,000 65%

Jakarta Cikampek Branch 3,168,000 2,447,445 29%

CTC Branch 3,353,400 2,441,301 37%

Purbaleunyi Branch 2,804,016 2,000,000 40%

Semarang Branch 3,733,000 1,423,500 162%

Belmera Branch 3,401,000 1,851,500 84%

Palikanci Branch 3,832,000 1,226,500 212%

Jasa Marga further ensures that there is equality in terms of healthcare services provided to both its male and

female employees. Equality is also reflected on the remuneration given to male and female employees. As shown

in the following table, the discrepancy in remuneration is solely due to the difference in how long they have been

working and their level of employment.

Male-to-Female Ratio of Average Amount of Remuneration (G4-LA13)

Position Male Female

Top Management 1 1

Middle Management 1 1

Low Level Management 1 1

Staff 1 1

In addition to determining the amount of remuneration, Jasa Marga also applies the equality principle in

determining career path in the promotion of employees. The implementation of performance evaluation and

competence has resulted in the fact that the workforce profile across managerial levels, age groups, and genders

are not dominated by any particular type of people.

The following table describes the workforce profile for the reporting period of 2013 by position and age group,

showing the spread of employees and the level of diversity across genders.

Profile of Managerial Level Employees by Age Group and Gender (G4-LA12)

Level Jabatan Male Female

Age Group

< 40 <50 <60

M F M F M F

Top Management 65 5 0 0 19 3 46 2

Middle Management 66 37 6 9 66 13 34 15

Low Level Management 165 67 47 28 68 22 50 17

Staff 3.480 950 1.037 297 947 326 599 151


3. Developing Performance Evaluation Management

(G4-LA11)

As an effort to enhance competitiveness and

strengthen its position as the leading toll

road operator in Indonesia, Jasa Marga has

applied a number of improvements on its

Human Resources Management System that

uses the competence-based human resources

management approach, whereby competence

is used as a basis for managing employees

integrated with the Company’s business

processes to yield optimum performance and

work satisfaction.

In its implementation, every target of any

employee shall refer to and be aligned with the

Company’s general strategy and be related to the

target of their supervisor, which in turn reflects

the target of their respective director, and down

to the staff level. All this reflects a solid unity

in achieving the Company’s Vision and Mission

in line with the capacity of every personnel on

every level.

At the end of each period, Jasa Marga evaluates

the employees’ individual excellence and award

quantitative as well as qualitative ranking

through the Key Performance Indicator Index.

The category of an evaluation result will become

the basis for awarding remuneration and

developing their respective career path. The

Company determines all promotions, mutations

and rotations with consideration to the

achievement of special assessments conducted

regularly. Through a transparent and responsible

performance evaluation, every employee of Jasa

Marga is believed to be motivated to contribute

their utmost.

By end of 2013, all employees (100%) have

received KPI assessment for the period of 2013.

4. Effective Communication

Due to Jasa Marga’s operational areas covering

all regions in Java and, in the future, several

regions in major islands in Indonesia, even

extending to other regions, the Company strives

to build an effective and quality communication

between the management and employees in

order to promulgate various policies and execute

programs and conducts evaluation. This shall

support the creation of a conducive working

environment.

To ensure the smoothness and quality of

communication between the employees, as well

as between the management and the employees,

Jasa Marga has developed and established

a corporate portal built upon the latest

information technology infrastructure, which

allows employees to communicate with each

other in the daily execution of their duties.

An effective communication enhances the

creation of a good and healthy working

environment, as well as encouraging employees

to unite as a big cohesive family with a solid

team work.

5. Employee Turnover (G4-LA1)

Jasa Marga’s efforts to create a conducive

working environment have paid off, as shown by

the low rate of employee turnover. Low employee

turnover rate automatically increases the

efficiency of recruitment costs and competence

development costs, and eventually will improve

the Company’s overall performance.

Throughout the reporting period of 2013, 192

employees no longer worked at Jasa Marga

ue to various normal causes, such as entering

retirement or passing away. Only a handful of

employees submitted their letter of resignation

due to certain personal reasons.




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Employee Turnover in 2013Classification 2013 2012

Male Female Total Male Female TotalNew employees 0 0 0 32 34 66New employees by age group18-25 0 0 0 25 29 44

26-30 0 0 0 7 5 12Total 0 0 0 32 34 66Employees no longer working due to:Own request 2 3 5 1 2 3Disciplinary sanction 35 3 38 4 1 5Passing away 17 5 12 12 2 14Reaching retirement 104 11 105 99 6 105Sickness/Disability Retirement 6 0 6 9 2 11Others 4 1 5 3 0 3Total 169 23 192 130 13 143

TRANSFORMATIVE DEVELOPMENT OF JASA MARGA PERSONNELAs previously mentioned elsewhere in this report, the current orientation of Jasa Marga’s human resources

management is “Improving Competence for Future Growth”. This change in orientation resulted in the increase of

human resources budget and intensity of training and development programs, in line with the overarching aim of

human resources, that is to enhance competence. Jasa Marga currently implements Competency Based Human

Resources Management, and is building a Human Resources Management System based on the model called the Nine

Strategic Processes of Human Capital System. These nine processes are Organizational Design, Employee Recruitment

and Selection, Training and Development, Remuneration System, Performance Management, Career and Talent

Management, Industrial Relation and Post-Work Management, all integrated with the Information Technology System,

as seen in the following diagram.

Various changes, implementation of new programs and training programs that are part of this paradigm shift in human

resources management in 2013 are described below.

Nine Strategic Processes of Jasa Marga HC System:

1. Organization Design2. Employees Recuitment and Selection3. Training & Development4. Remuneration5. Performance Management6. Career Management7. Industrial Relations8. Post-Employment Management9. HC Administration & Services

BUSINESS PERFORMANCE

SHAREHOLDERS’ SATISFACTION AND ENGAGEMENT

INFORMATION TECHNOLOGY

STRATEGIC PLAN

COM

PETE

NCE

VISION & MISSION ORGANIZATIONAL DESIGN

Workforce Environment

ManajemenKInerja

Training andDevelopment

Post-Employment Management

Industrial Relations

Career Management

HC Admin &Services

Recruitment and Selection of Employees

Remuneration

CHANGE OF STRATEGIC ENVIRONMENT & GROWTH OF TOLL ROAD INDUSTRY

VALUES & PARADIGM

COM

MIT

MEN

T

COST

CON

GRU

ENCE


The Company’s Organizational RestructuringTo achieve a transformation of human resources into

human capital, Jasa Marga has started to restructure

its organization and integrate its human resources

management system by applying practices that are

accepted globally, among others the rearrangement

of performance, career, remuneration, training and

development management system as well as talent

management system. As a step towards restructuring

the organization, Jasa Marga has been transformed into

an operating holding company. This step was achieved

by making the Jasa Marga Head Office as a holding

company that manages 12 subsidiary companies

engaged in toll road and non-toll road businesses as

well as 9 operational branches that manage 10 toll road

segments.

The organizational improvement is conducted step-by-

step especially for the establishment of subsidiaries to

support the Company’s toll road business development

and those engaged in other businesses, namely in

Property and Toll Road Maintenance Services, in the

expansion of the Rest Area Management Business Unit

to support non-toll businesses, and the transformation

of JMDC into an independent business unit.

Human Capital OrganizationAdjustments have been also made in the management

of Human Capital (HC) organization, namely by

forming three separate units within the Human Capital

organization. These 3 units are the Human Capital

Strategy and Policy, the Human Capital Services, and

Jasa Marga Development Center. The purpose of

this separation is to make each unit more focused in

achieving their targets and doing their tasks. However,

they are all required to cooperate with each other

towards achieving an effective management of human

capital.

The main role of the HC Strategy and Policy is to serve

as director, planner, and controller for organizational

development, as well as the administrator for the

human resources management and development

system.

The Human Capital Services unit serves as an executor

that is responsible for career, industrial relations, and

remuneration management within the Company.

Meanwhile, the Jasa Marga Development Center

(JMDC) serves as a strategic unit that executes the

Company’s employee development programs as

determined by the Human Capital Strategy and Policy

unit.

Recruitment ProgramThe recruitment of new personnel at Jasa Marga

is conducted through the Manpower Planning

process. i.e. the calculation of the estimated

number of employees and the maximum number

of employees in the long term, formalized within a

certain documentation. The Manpower Planning is

subsequently used as the guidance for Staffing Plan

and Recruitment Plan.

The Manpower Planning is formulated to be in

accordance with: (a) Jasa Marga’s Vision, Mission,

and Long Term Business Plan, (b) Study on the

organizational structure and concept of the Strategic

Plan for Human Resources Development.

Based on this Manpower Planning, Jasa Marga carries

out the recruitment process. To ensure that the

Company acquire employees that have the capabilities

that fulfill the requirements, the principle of equal

opportunity is upheld in treating everyone that has

applied to work at Jasa Marga.

Personnel recruitment at Jasa Marga is conducted

through both internal and external processes. Internal

recruitment is carried out by optimizing the existing

human resources in order to achieve cost efficiency

in terms of employee turnover and to obtain the best

candidates as required. At the same time, the Company

also facilitates their career development. Meanwhile,

external recruitment is focused on filling the vacancies

available at Jasa Marga.

During all recruitment processes the Company involve

certain independent parties with known competence

in the relevant fields in order to obtain the best talents

in the most efficient manner. The Company also makes

a public announcement regarding the recruitment

process.




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Prior to being appointed as permanent employees, candidates must participate in the initial orientation program

and pass the probationary period. After being made permanent, new employees participate in various development

programs based on their respective work fields and job descriptions. In 2013, Jasa Marga did not conduct any

recruitment process for new employees.

Competence Development ProgramJasa Marga has formulated a competence model complete with a Competence Dictionary, which consists of a

combination of hard skills and soft skills that each personnel must have according to the capability requirements of

each unit. The details are as follows:

TECHNICAL COMPETENCIES

(Specific)

LEADERSHIP COMPETENCIES

CORE COMPETENCE

JOB COMPETENCY

TECHNICAL COMPETENCE (General)

Soft Competency

Hard Competencies

Customer Service Orientation

BusinessAcumen

Soft

Com

pete

ncy

Har

d Co

mpe

tenc

y

IT Skill Communication Skill Organization KnowledgeEnglish Pro�ciencyRisk AwarenessAwareness of Occupational Safety and Health (OSH)Awareness Quality ManagementAwareness of Service StandardExecution of Strategic Program

• Team Leadership• Decisiveness

• Achievement Orientation• Continuous Learning• Building Partnership• Integrity

• Analytical Thinking• Concern for Order• Impact & In�uence• Initiative • Conceptual Thinking

• Information Seeking• Organizational Commitment• Organizational Awareness• Interpersonal Understanding• Teamwork

LEADERSHIP COMPETENCIES

COMPETENCIES MODEL

Leadership Competencies:Competencies related to managerial accountability and the position as a leader. Leaders with these competencies are capable of giving appropriate directions to the team and creating conductive work climate and culture, encouraging and leading the process of change, so as to encourage the team to work optimally.

Core Competencies:Competencies translated from the Company’s Vision, Mission and Values, and they have to be re�ected in the entire employees within the organization.

Job Position Competencies:Competencies related to speci�c functions within the organization and they have to be re�ected in the employees holding position with speci�c functions.

Technical Competencies:Competencies related to technical capabilities of the work assigned, consisting of:

General: Part of the Job Position Competencies that each structural position must have.Speci�c: Part of the Job Position Competencies as special requirements in accordane with job functions.


Education and Training Program (G4-LA9)Human resources competence enhancement at Jasa Marga takes place through two avenues, namely Formal

Education and Training Programs.

In the Formal Education avenue, Jasa Marga provides scholarships for highly competent employees that have passed

the internal selection process. For the scholarship program, Jasa Marga has carried out a number of benchmarking

studies to various universities overseas, such as the University of California Los Angeles, University of California

Berkeley, Stanford University, London Business School, University of Cambridge, and University of Oxford, all of

which are considered as some of the best universities in the world.

Through the scholarship program, Jasa Marga selects the candidates among employees that are maximum 30

years old and potentially able to perform as a leader. They then receive recommendation to participate as a 2014-

2015 Scholarship Candidate. They are specifically groomed by the Company through the Jasa Marga Future Leader

development program. Throughout 2013, 10 employees were selected to participate in either domestic or overseas

scholarship programs.

The policy that governs this scholarship program is described in the following chart.

FORMAL EDUCATION: POSTGRADUATE SCHOLARSHIPS

2017 2020 2022

S2S2S2S1

KaryawanJasa Marga

Age < 45 years (talent)

Age < 35 years (talent)

Strategies and Policies

Age > 35 years

Future Leader

NON FORMAL EDUCATION : SHORT COURSE

Next Leader

Jasa Marga Employees

Domestic Scholarships & Short Courses for 34-45 year oldsOverseas Scholarships for < 35 year olds

2013 - 2017

Jasa Marga has established the career pathway for the Future Leader development program. The training program is

focused on each career level as described in the following chart.




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Throughout 2013, 235 employees of Jasa Marga participated in training programs as detailed in the

following chart.

The Education and Training Programs for employees are conducted by Jasa Marga Development Center, serving as a

learning center in which throughout 2013 the training programs were focused on:

1. Jasa Marga Leadership Program – a development program designed to enhance leadership skills in order to prepare

the participants to become the future leaders of Jasa Marga. The program is applicable on all employee levels.

2. Technical competence development (the type of training including the benefit)

3. Achievement Motivation Training – a program designed to motivate and promote desirable work ethics and

work culture in all employees.

4. Certification Training.

For 2013, Jasa Marga implemented various training programs aimed at developing its employees’ competencies,

participated by a total of 6,428 employees, as detailed in the following table:

According to the type of training program and the work location, in 2013 the Non-Operational Training Programs

comprise the one type of training with the largest number of participants from the Head Office, as described in the

table below.

Training Conducted in Jasa Marga in 2012 and 2013Group 2012 2013

Number of Participants

Number of Programs

Number of Participants

Number of Programs

Male Female Total Male Female TotalLeadership 325 123 448 40 156 79 235 11Competence Enhancement 1,108 456 1,564 169 2,646 855 3,501 325Primer on Corporate Culture, Values, Ethics 1,902 437 2,339 112 1,959 582 2,541 74Professional Standards 40 14 54 22 109 42 151 29Total 3,375 1,03 4,405 343 4,87 1,558 6,428 439

LEADERSHIP DEVELOPMENT PROGRAM

CORPORATELeadership

Team Leader

Leader of Company

Subsidiary

FOCUS TRAININGPROGRAM

Assistant Manager *)

Leadership

Level ofManager

Level ofAVP/DGM

Level of VP/GM/Subsidiary Director

SENIORLeadership

ADVANCELeadership

JUNIORLeadership

INDIVIDUAL

TEAM

LEVE

L FUNCTIONAL

BUSINESS

CORPORATE

26 th 32 th 40 th28 th 36 th 45 th

BASICLeadership

Personality

Trust & Team Work

HRD & Monitoring

Performance& Changes

Ethic & Communication

Individual Leader

Leader of Functional Work Unit

Leader of Division/Bureau/Branch/

Project

SOE


Duration and Type of Training in 2013

Work AreaOperational Non Operational Safety

Duration Programs Duration Programs Duration Programs

Head Office 0 0 15,184 1,379 1,416 47

Belmera 3,776 203 3,584 305 448 7

Jakarta-Tangerang 8,440 359 4,424 222 808 62

CTC 5,488 290 8,184 326 232 3

Jagorawi 8,448 369 4,664 246 432 46

Jakarta-Cikampek 9,120 573 2,928 156 152 19

Purbaleunyi 6,856 256 3,336 163 384 42

Palikanci 7,192 182 952 99 544 44

Semarang 2,872 131 1,672 107 808 69

Surabaya-Gempol 8,680 366 8,608 302 920 55

Total 60,872 2,729 53,536 3,305 6,144 394

Thus, in 2013 Jasa Marga conducted 120,552 hours of

training or 3.06 man days per person on average, with a

total cost of Rp 18.66 billion, or equal to Rp 2,905,995 per

employee.

Enterprise Knowledge Management (EKM)To further improve its employees’ competencies, Jasa

Marga also developed the Enterprise Knowledge

Management (EKM) to serve as a guide in planning,

establishing and developing the EKM to identify,

create, explain and redistribute all available

knowledge so that it can be reutilized, understood,

and carefully studied by all employees. The EKM is

expected to enhance the Company’s competitiveness

by managing the knowledge as an intellectual asset

that integrates effectively and efficiently with all the

parts of the organization.

Pre-Retirement Preparatory Program (G4-LA10)Aside from training programs for developing

employees’ competencies and professionalism, Jasa

Marga also conducts a special training for employees

who are entering their retirement age. This training

is given to prepare these employees, as they enter

their retirement period and no longer become a part

of the organization, to continue to be able to fulfill

their needs in life through other no-less-productive

activities. This training program is applicable to any

employee starting from 3 (three) years prior to their

entering their retirement age.

In 2013 a total of 534 employees from various

operational areas and the head office and

subsidiaries entered their retirement age. From that

number, as many as 83 employees were participating

in the Pre-Retirement Preparatory Program, with the

total training time reaching 320 hours.

Career Management (G4-LA11)As part of the performance-based HC management,

Jasa Marga carries on its implementation of

competence training and development programs by

evaluating each employee’s performance. The result

of this measurement is then used to determine each

employees’ career path, taking into account their

competence enhancement and contribution to the

Company.




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Career Development Head Office Branch Offices Project Offices Total

Echelon Upgrade 11 23 _ 34

Promotion 18 48 1 67

Performance review is carried out regularly, after which a decision is made regarding whether to promote

or increase the echelon of the employees that have fulfilled the evaluation criteria and possessed the basic

competencies for the appointed position. Aside from taking into consideration the evaluation results, the

decision to promote employees also factor in three other aspects, namely the current needs of the Company,

their competence evaluation result, and their work experience.

In 2013, in accordance with the Key Performance Indicators (KPI) and the needs for business development, the

Company promoted 95 employees and rotated 133 employees across all levels of employment. The details are

provided below.

Employee RotationsPosition Level 2013 2012

Promotion Rotation Promotion Rotation

Bureau/Division/Branch/Production Head

0 5 6 11

Section/Sub-Division Head 8 25 14 29

Sub-Section Head 28 38 24 31

Bang Tol Head 5 2 4 18

Shif Pultol Head/ Toll Road Services

25 7 19 2

Main Staff 2 7 5 5

Middle Level Staff 8 5 6 13

Junior Staff 7 12 31 12

Pratama Satu Staff 8 10 24 84

Business Administration Staff 4 14 4 44

Business Administrators / Fare Collectors

0 8 4 10

Caraka / Helpers / Drivers 0 0 0 2

Total 95 133 141 261

EMPLOYEE WELFARETo stimulate competence enhancement and optimum performance from all employees, and to ensure that the

Company can attract the best talents in the industry, Jasa Marga provides a very competitive remuneration/

welfare package compared to its peers. The details of the currently prevailing employee welfare package are

provided below.

Employee Remuneration (G4-LA2)Employees of Jasa Marga are categorized as permanent employees and temporary/outsourced employees. In 2013,

the majority of employees of Jasa Marga were permanent employees.


Various differences exist in the remuneration

structure given to the permanent employees and

to the temporary employees, namely the types

of facilities and benefits awarded as part of the

total remuneration package to the employees. The

following table describes the details and differences:

Jasa Marga Employee Rights

Company Policy Permanent Employees Temporary Employees

Services √ √

Information √ √

Health Facilities √ √

Legal Assistance √ √

Jamsostek √ √

Benefit

Educational Aid √ -

Bonus/Incentive √ -

Leave Benefit √ -

Employee Loan (housing, education, and vehicle)

√ -

Award √ -

Domestic and Overseas Comparative Case Studies

√ -

Training √ √

Others & Main Elements

Holiday Benefit √ √

Salary √ √

Work Uniform √ √

For temporary employees, Jasa Marga ensures that their

normative rights are always fulfilled beyond the level

required by regulations. However, the responsibility to

manage these employees rests mainly on the suppliers’

side.

For outsourced employees, meanwhile, Jasa Marga

fulfills the Regulation of the Ministry of Manpower and

Transmigration No. 19/2012 on the Requirements for

the Partial Handover of Certain Work to Other Parties,

by placing the existing and qualified outsourced

employees in the subsidiaries that engage in the

contracting of toll road operations.

AwardsIn order to give appreciation to employees that have

dedicated their lives for the Company, Jasa Marga

confers two categories of awards to its employees,

namely to those who have retired from the Company

and to those who have proven their loyalty working for

the Company.

In March 2013, Jasa Marga conferred 129 Retirement

Awards to as many retirees and 1,125 Loyalty Awards

to as many current employees that had been working

for more than 10, 15, 20, 25 or 30 years by the end of

2012. Retirement and Loyalty Awards for employees

for the year 2013 were conferred in 1 March 2014, in

commemoration of the 36th anniversary of Jasa Marga.

Insurance & Retirement Program (G4-EC3)Jasa Marga administers its Retirement Program

through the Defined Benefit Retirement Program

(PPMP) managed by Jasa Marga Retirement Fund

(Dana Pensiun Jasa Marga), whose establishment was

approved by the Ministry of Finance of the Republic of

Indonesia in the letter No. KEP-370/KM.17/1997 dated

15 July 1997 and revised by the letter No. KEP-379/




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KM.6/2004 dated 14 September 2004. Subsequently, in

2013 the Board of Directors of PT Jasa Marga (Persero)

Tbk issued the Decree No. 117/KPTS/2013 dated 28

August 2013 on Dana Pensiun Jasa Marga Regulations,

and authorized by the Financial Services Authority

through the Decree of the Board of Commissioners of

the Financial Services Authority No. KEP-16/NB.1/2014

dated 16 January 2014.

Participants of the PPMP are permanent employees of

Jasa Marga that started working at the Company up

to 30 June 2012. Permanent employees that started

working at the Company since 1 July 2012 are enrolled

to the Defined Contribution Retirement Program (PPIP)

managed by Dana Pensiun Lembaga Kuangan (DPLK),

as stipulated in the Collective Bargaining Agreement

2012-2014 Article 41. In both retirement programs, Jasa

Marga contributed 13.7% of the fee, with the remaining

3% of the PhDP borne by the employee, and the PSL

fees fully borne by the Company.

Post-Retirement ProgramTo ensure the well being of employees that have

reached their retirement age, Jasa Marga extends a

benefit called the Post-Retirement Allowance, which

is managed in cooperation with AJB Bumiputera 1912

based on a Cooperation Agreement that was signed

in 2007. Jasa Marga contributed to the fee based on

the Coming Service provision of the program, with the

2% of the PhDA borne by the employee and 4% of the

PhDA borne by the Company. Meanwhile, the PSL fees

for the program are fully borne by the Company.

Program Pelatihan Purna Karya.


Retirement Benefit Program & Jamsostek (Social Security)All employees of the Company participate in the JHT (Retirement Benefit Program) administered by PT Jamsostek

(BPJS Ketenagakerjaan). The fee for the JHT amounting to 5.7% of the basic salary was fully borne by the Company

up to June 2013. However, starting from July 2013, 2% of said JHT fee has now been borne by the employee, in line

with the prevailing regulation that was ratified by the Decree of the Board of Directors of PT Jasa Marga (Persero) Tbk

No. 58/KPTS/2013 dated 25 March 2013.

Healthcare Services & GuaranteeJasa Marga provides Healthcare Services & Guarantee for retirees according to the prevailing provision as stipulated

in the Decree of the Board of Directors No. 141/KPTS/2012 jo. Decree of the Board of Directors No. 228/KPTS/2006.

WORKFORCE PROFILEThe number of permanent employees of Jasa Marga in 2013 was 4,875 personnel, down 3.94% from that in 2012,

that was 5,075 personnel. The decrease in the number of permanent employees was in line with the success of the

existing human resources optimization program, which was aimed at increasing the productivity of each employee.

This optimization program managed to increase the ratio of total employees per kilometer of toll road to 8.80.

This was also enabled by the modernization of the electronic payment system through the implementation of the

electronic transaction and e-Toll Card.

Permanent Workforce Breakdown by Employment Status in 2012 and 2013 (G4-10, G4-LA12)

Employment Category 2012 2013

Number of People Percentage Number of People Percentage

Operational 3,471 68,4 3,309 67,9

Non-Operational 1,604 31,6 1,566 32,1

Total 5,075 100 4,875 100

Permanent Workforce Breakdown by Echelon in 2012 and 2013

Echelon 2012 2013

Jumlah (orang) Proporsi (%) Jumlah (orang) Proporsi (%)

II 83 1.6 70 1.4

III 148 2.9 143 2.9

IV 231 4.6 232 4.8

V 227 4.5 196 4

VI 1.277 25.2 1.308 26.8

VII 3.003 59.2 2.844 58.3

VIII 106 2.1 82 1.7

Jumlah 5.075 100 4.875 100

Notes:Echelon II – Corporate Secretary, Head, Vice President, General Manager, Project Head, Advisor.Echelon III – Assistant Vice President, Senior Manager, Deputy General Manager, Coordinator, Section Head, Senior Specialist.Echelon IV – Manager, Specialist, President Director Secretary.Golongan V – Assistant Manager, Tollgate Chief, Director Secretary, Treasurer II.Golongan VI – Shift Head, Business Administration Staff, Section Business Administration Staff, Secretary to VP/GM, Information &

Communications Senior Officer.Golongan VII – Fare Collector, Traffic Services Officer, Technicians.Golongan VIII – Messenger, Driver.




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2012 2013

Permanent Employees Temporary Employees

5,07

5

4,87

5

2,93

9

32

Workforce Composition by Employment Status in 2012 and 2013

Workforce Composition by Age

Business Unit 21-25 26-30 31-35 36-40 41-45 46-50 51-56 Grand Total

Belmera Branch 1 5 16 37 126 29 214

Cawang-Tomang-Cengkareng Branch 3 70 258 212 153 97 793

Jagorawi Branch 1 55 160 117 147 141 621

Jakarta-Cikampek Branch 2 51 174 187 224 113 751

Jakarta-Tangerang Branch 3 24 124 120 121 86 478

Palikanci Branch 1 21 78 27 27 12 166

Purbaleunyi Branch 2 19 72 169 121 76 459

Semarang Branch 11 51 54 60 36 212

Surabaya-Gempol Branch 20 146 226 127 519

Assistance 5 11 4 14 23 48 47 152

Project 1 4 5 17 33 60

Center 29 60 22 51 59 102 116 439

Rest & Service Area 1 6 3 1 11

Total 35 83 283 1,023 1,162 1,375 914 4,875

Workforce Composition by Gender in 2012 and 2013

Jenis Kelamin 2012 2013

Male 3,993 3,808

Female 1,082 1,059

Total 5,075 4,875

Workforce Composition by Employment Status in 2012 and 2013

Employment Status 2012 2013

Permanent Employees 5,075 4,875

Temporary Employees 2,939 32


Workforce Composition by Education

Business Unit Elementary School

Secondary School

High School Diploma Under-

graduatePost-

graduate Doctoral Total

Belmera Branch 202 9 3 214

Cawang-Tomang-Cengkareng Branch 6 2 763 19 3 793

Jagorawi Branch 11 2 580 1 27 621

Jakarta-Cikampek Branch 10 2 713 24 2 751

Jakarta-Tangerang Branch 3 451 20 4 478

Palikanci Branch 155 11 166

Purbaleunyi Branch 1 434 3 19 2 459

Semarang Branch 3 3 191 1 13 1 212

Surabaya-Gempol Branch 11 1 484 21 2 519

Assistance 53 3 75 21 152

Project 1 28 1 27 3 60

Center 16 5 152 8 228 29 1 439

Rest & Service Area 4 7 11

Total 60 17 4,210 17 500 70 1 4,875

Number of Employees by Business Unit & GenderBusiness Unit Male Female Total

Belmera Branch 178 36 214

Cawang-Tomang-Cengkareng Branch 611 182 793

Jagorawi Branch 497 124 621

Jakarta-Cikampek Branch 605 146 751

Jakarta-Tangerang Branch 369 109 478

Palikanci Branch 145 21 166

Purbaleunyi Branch 382 77 459

Semarang Branch 174 38 212

Surabaya-Gempol Branch 402 117 519

Assistance 125 27 152

Project 44 16 60

Center 275 164 439

Rest & Service Area 9 2 11

Total 3,816 1,059 4,875

OCCUPATIONAL HEALTH & SAFETY (OHS) (G4-LA6, G4-LA8)As a company engaged in the operational management

of toll roads, business in Jasa Marga involves a majority

of activities taking place outdoors. Therefore, the aspect

of occupational health and safety (OHS) certainly is

one of the most important factors that determine

the Company’s success. As part of its commitment to

conducting a safe operation at all times, Jasa Marga

has a sound policy in place for the occupational health

and safety of its employees, as stipulated in the Decree

of the Board of Directors No. 162/KPTS/2010 dated 30

September 2010 on the Occupational Health and Safety

Management System Manual and the Guidelines for the

Occupational Health and Safety Aspect in Construction

Companies, and the Board of Directors’ Circular No. 20/

SE-DIR/2010 dated 3 August 2010 on Occupational

Health and Safety.

The policy and guidelines are currently being

evaluated and reformulated, in line with the issuance

of the Governmental Regulation No. 50/2012 on the

Implementation of Occupational Health and Safety

Management System, which requires the Company

to implement an Occupational Health and Safety

Management System (OHSMS).




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The management of OHS taking place within the

operational environment in Jasa Marga has been

focused on achieving zero accident across all activities.

To ensure that this target is achieved, Jasa Marga

implements an OHSMS that has been accredited by

an independent agency, based on the Permenaker No.

05/MEN/1996 and the OHSAS 18001:2007 standards.

Given that operational activities that take place

outdoor also involve third parties, e.g. contractors for

toll road development, maintenance, and infrastructure

development, Jasa Marga also applies OHS standards in

evaluating the performance of its contractors.

OHS Executive OrganizationTo ensure that the Company upholds all the regulations

related to OHS, aside from the establishment of the

Occupational Health and Safety and the Environment

(OHSE) Department, the Company has also formed the

OHS Committee/Safety Committee/Panitia Pembina

Keselamatan dan Kesehatan Kerja (P2K3), whose

members are representatives of the management

and employees from each business entity under the

management of the Company. P2K3 is a supporting

organ at the workplace that serves as a venue for

the management and the employees to foster

collaboration, mutual understanding, and effective

participation in the implementation of occupational

health and safety practices. The establishment of

P2K3 is mandated by the Law No. 1/1970 whereby

the P2K3 has the duty to provide a consideration and

support the effort in preventing occupational accidents

and work-related illnesses in the Company, as well

as provide adequate and relevant information toall

employees.

OHS Briefing.


The provisions that define the function and standing

of P2K3 as well as their duties and responsibilities are

stipulated in Article 54 paragraph 4 of the Collective

Bargaining Agreement, including the provision on

employees’ representatives assigned to the P2K3. The

Collective Bargaining Agreement for the period of

2012-2014 also contains a provision that the Company

implements an Occupational Health and Safety

System that is integrated with the existing corporate

management systems.

The P2K3 has 192 members from the Head Office and

all branch offices, whose positions are: 10 as head and

management representative from each branch and

the head office; 10 secretaries, one from each branch

and the head office; and 172 common members that

are either representatives of the management or of the

employees. This number makes up 3.9% of the total

number of 4,875 permanent employees of Jasa Marga

in 2013. The Company’s P2K3 Organizational Diagram is

given below.

The Company’s P2K3 Organizational Diagram The main responsibility of the P2K3 is to provide advices

and considerations to business partners and managers

of relevant business units, on issues that are related

to occupational health and safety. The Company on a

regular basis conducts Safety Committee meetings with

both relevant business units as well as with business

partners and contrators, to keep on reminding every

party that all OHS regulations must always be upheld.

Occupational health and safety is maintained

throughout the workplace by implementing various

programs and activities that include preventive, curative,

promotive and rehabilitative measures.

Implementation of Occupational Health and Safety Activities Various activities related to the Company’s Occupational

Health and Safety Program in 2013 are detailed below.

1. OHS Personnel Competence Enhancement

In order to create a safe and secure working

environment, the presence of personnel with

understanding and expertise on Occupational

Health and Safety is mandatory. It is Jasa Marga’s

policy to always have a number of OHS Experts

working in each of its business units. These OHS

Experts are authorized to enter the workplace

relevant to their area of assignment, extract

information regarding the implementation of

occupational health and safety requirements at

the workplace, monitor, investigate, examine,

analyze, evaluate, and provide recommendation

and guidance on how to improve occupational

health and safety performance further at their

designated area of assignment.

In 2013 the Company conducted training for

General OHS Experts (13 personnel), Construction

OHS Experts (14 personnel), and Safety Officers

(27 personnel) at the Head Office, Branches, and

Subsidiaries. In total, the number of employees of

Jasa Marga with OHS certification/competence is

given in the table below.

ChairmanPresident Director

SecretaryVP Risk & Quality

Management Division

Members:1. All VPs

2. Branch Heads3. Production Heads




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Employees with OHS CompetenceDescription Head Office & Branch Offices Projects & Subsidiaries

General OHS Experts 30 4

Construction OHS Experts 21 10

Safety Officers 52 1

Hiperkes 1

Total 104 15

Spread of Employees with OHS Competence

Unit/Branch/Subsidiary General OHS Experts

Construction OHS Experts Safety Officers Hiperkes

Head Office √ √ √ √

Jagorawi √ √ √ x

Cawang – Tomang – Cengkareng √ √ √ x

Jakarta – Cikampek √ X √ x

Jakarta – Tangerang √ √ √ x

Purbaleunyi √ √ x x

Semarang √ x x x

Palikanci √ √ x x

Surabaya – Gempol x x √ x

Belmera x √ x x

PT Jalantol Lingkar Luar Jakarta √ √ √ x

Note:√: present x: not yet present

2. Promulgation of occupational health and safety

regulations.

Jasa Marga consistently abides by the regulations

that require the use of body harness and safety

helmet, the provision of Self Protection Equipment

in operational vehicles and toll roads, the display of

safety regulations at toll road entrances along with

signs and stickers, as well as safety induction and

safety briefing prior to commencing all activities on

a daily basis.

3. Monitoring & Evaluation of OHS Activities

a. Evaluation of Workplace Fatalities at Cawang-

Tomang-Cengkareng, Jakarta-Cikampek and

Purbaleunyi Branches.

b. Evaluation of OHS Implementation at all

branches in 2013.

c. OHS Risk Inspection at Jasa Marga Bali Toll

Road.

d. Collection and evaluation of workplace fatality

data from all branches.

4. SMK3 and OHSAS 18001:2007 Diagnostic

Assessment Audit

The Governmental Regulation No. 50/2012 on

Implementation of Occupational Health and Safety

Management System (OHSMS) that is currently

in place requires the Company to implement an

OHSMS and follow the implementation up with a

review of the existing OHSMS policies and manual,

to be fully done in 2014. Therefore, Jasa Marga is

currently conducting a Diagnostic Assessment

prior to reviewing the policy and manual of its

existing OHSMS, in order to discern the gaps in

the implementation of OHS within the Company,

so that these gaps can be adequately addressed

and the OHSMS certification and implementation

targets for 2014 can be subsequently achieved.

5. Procurement of Occupational Health & Safety

Equipment and Facilities

To ensure all employees’ health and safety at work,

Jasa Marga equips operational employees with Self

Protection Equipment such as safety vest, ear plug,

respirator, glasses, safety hat, safety shoes, gloves,

helmet, raincoat, and body harness. The table

below provides a more detailed information:


Workplace Health & Safety Equipment for Employees

Operational Area

Safety Vest

Ear Plug Respirator Glasses Safety

HatSafety Shoes Gloves Helmet Raincoat Body

Harness

Fare Collectors √ √ √

Traffic Services Personnel √ √ √ √ √ √ √ √

Rescue Workers √ √ √ √ √ √ √ √

Ambulance √ √ √ √ √ √ √

Inspection Officers √ √ √ √ √ √ √ √ √ √

Occupational Accident Rate (G4-LA6)

Every activity at the workplace must comply with the

Company’s Occupational Health and Safety (OHS)

standards in order to minimize the possibility of

occupational accidents occurring. However, Jasa Marga

realizes that occupational accident cases have many

factors and that it is not an easy or simple matter to

eliminate all occupational accidents and achieve zero

fatality. Throughout 2013, the Company recorded a

number of occupational accidents, as described in the

statistics below:

Occupational Accident Statistics

Year At the Workplace Industrlal Relations* Total

LR LB MD LR LB MD

2012 5 2 1 3 5 0 16

2013 1 2 1 3 3 0 10

*including outsourced employees. Note: LR : Minor Injury LB: Major Injury MD: Fatality

It is shown by the statistics that, although both the

number of occupational accidents and the number

of victims decreased, there was still one fatality case.

Given this, Jasa Marga is ever committed to enhancing

its OHS performance by instilling the awareness of

occupational accident risk into the Company’s culture,

so that accordingly employees on all levels will be used

to performing their operational activities carefully as

well as be aware of the risk of occupational accident.

Awards in Occupational Health & SafetyAlong the sections of toll roads that it is responsible

for operating, Jasa Marga has managed to achieve

zero case of occupational accident, and accordingly it

received a number of awards, as follows:

1. Zero Accident OHS Award for Palikanci Branch,

from the Office of Manpower of the Cirebon

Regency.

2. Zero Accident OHS Award for Surabaya–Gempol

Branch, from the Minister of Manpower and

Transmigration of the Republic of Indonesia and

the Governor of East Java.

Health ProgramsThe state of employees’ health significantly affects

their productivity and efficacy in performing their

daily duties. Therefore, Jasa Marga is fully committed

to maintaining its employees’ health and fitness by

conducting a number of health programs, as follows:

1. Preventive Programs

a. Vaccination – to prevent employee’s children

from suffering certain diseases, basic

vaccinations are administered.

b. Periodic Medical Check Up – a test performed

yearly in order to detect certain diseases as

early as possible.




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c. Provision of nutritious substance to employees

working in shifts, e.g. milk, to enhance their

stamina.

d. Spraying and fogging to eliminate the larvae of

Aedes aegypti mosquito to prevent the spread

of dengue fever.

e. Opportunity for employees and their family to

participate in the Family Planning Program.

f. Annual pap smear testing to detect whether

employees or their wives are at risk of suffering

cervical cancer, as early as possible.

2. Curative Programs

a. Payment of 80% of total cost borne by

employees and their family when they ask

for medical treatment (outpatient care) from

doctors or midwives in a hospital, clinic or other

similar places.

b. Hospitalization (inpatient) for employees and

their family, with the following provision:

Echelon I to V employees are treated in first

class room, while Echelon VI to VIII employees

are treated in second class room.

c. Costs for Pregnancy Test and Childbirth Benefit

within one full term of pregnancy are borne by

Company, at the maximum of 9 times.

d. The Company provides a Diagnostic Support

in the form of ultrasonography (USG) at most

twice, unless the obstetrician finds abnormality

in the pregnancy.

e. Treatment and medication costs for dental

issues are covered up to 80% of total.

3. Promotive Programs

a. Health seminars are held periodically, i.e.

quarterly, at the Head Office and Branch

Offices, with the purpose of promoting a

healthy daily lifestyle.

b. Opportunity for employees to participate in

sports and exercises, such as Senam Kesehatan

Jasmani (SKJ) on Fridays or other activities, to

improve their stamina and overall health.

4. Rehabilitative Programs

a. Casting and assembling of denture as

recommended by a medical practitioner, three

times per year maximum, valid for employees

with at least 3 years of employment.

b. Eye treatment and spectacle purchase as

recommended by a medical practitioner, twice

per year maximum, valid for employees with

at least 3 years of employment.

c. Vision and hearing aids are provided

once every three years maximum, valid

for employees with at least 3 years of

employment.

By implementing the above programs the Company

has managed to maintain the level of its employees’

health relatively satisfactory, and therefore employee

absenteeism due to sickness could be managed at a

reasonable level. The following table shows that with

the increase in the amount of work hours following

new business developments, the absenteeism rate did

not experience a substantial increase.

Description 2013 2012

Rate of Abseenteeism

Sick 15.008 hari 14.513 hari

Occupational Health & Safety (OHS) Certification and Audit (G4-15)In accordance with the Company’s Mission, that is to

conduct business activities based on the sound and

consistent implementation of OHS standards, the

Company has obtained the international certification

of OHSAS 18001:2007 Occupational Health & Safety

Assessment Series integrated with ISO 9001 for all

branches since 2010 until now.

According to the Government Regulation No.

50/2012, the Company has implemented the

Occupational Health & Safety Management System

Audit in its 9 branches and 1 subsidiary. One of Jasa

Marga’s subsidiary companies, PT Jalan Tol Lingkar

luar Jakarta (JLJ), has obtained the Golden Flag.


The Company also assigned PT SGS to conduct an

OHSAS 18001:2007 Audit. PT SGS recommended that

the Company perform a Corrective Action Request

(CAR) in all branches especially in the P2K3/MR section.

This corrective action include improving the duties and

responsibilities of the P2K3 as well as the competencies

of its members, as well as ramping up communication

of OHS materials to all employees and business

partners.

In addition, Jasa Marga assigned PT SUCOFINDO as

a consultant to conduct OHS Diagnostic Assessment

at several branches and the Head Office, in order to

measure the efficacy of the Occupational Health &

Safety Management System implementation.

The result of the assessment stated that the Company

reached an average of 70% out of 85%, the minimum

target for the implementation to be considered

satisfactory according to the provisions for OHSMS

Audit in the Government Regulation No. 50/2012.

UPHOLDING HUMAN RIGHTSJasa Marga highly upholds human rights in both the

external and internal environment. Various operational

policies and activities are conducted with deference to

human rights, such as:

1. The freedom to participate in politics and giving

donation to political parties

Jasa Marga respects its employees’ right to be involved

in politics and gives them the freedom to participate in

political activities outside of their work hours. However,

the Company prohibits them to force their political

opinion on other people. The Company is not involved

in any political activities and never gives any donation

whatsoever to political activities.

As a State-Owned Enterprise, Jasa Marga abides to

the Minister of State-Owned Enterprise Regulation

that prohibits all state-owned enterprises to give

contribution in the form of financial aid or otherwise to

any political parties, politicians, and related institutions.

It is also prohibited to spend the Company’s fund or

assets on behalf of any political parties or candidates

of political parties, both directly and indirectly.

2. Opposing forced labor and child labor

Jasa Marga continuously ensures that it does

not employ children nor forced laborers in its

business. To serve this purpose, the Company

has set the minimum age for employment. In

addition, the Company requires all to comply

with this age restriction and stipulates certain

clauses regarding periodic inspection without

prior notice to ensure that this age restriction is

being implemented by its current contractors for

infrastructure development.

3. Training on and promulgation of human rights

issues

To ensure that its operational activities comply

with the prevailing standards in human rights and

to avoid any human rights violation due to lack

of knowledge about basic human rights issues,

Jasa Marga conducts a specialized training on

this topic. The training and briefing are especially

given to security employees.

Training on human rights given to the Company’s

security personnel is conducted in collaboration

with the local police institution. By the end of

2013, all (100%) of Jasa Marga’s security personnel

have participated in the training and briefing on

human rights issues.

4. Freedom to participate in unions, as previously

described.

Commitment to Anti-Corruption and Anti-Fraud Practices (G4-SO4, G4-SO5)

Jasa Marga believes that the eradication and prevention

of corruption require an unequivocal commitment

and action from all parties involved, especially from

those with authority, i.e. the management. The

management must act as a role model and uphold the

existing regulations. Therefore the entire Directors,

Commissioners, Officers, and Employees of Jasa Marga

have to fully commit to implementing the gratification

control system as an effort to support the eradication of

corruption within the Company, by implementing the

following principles:




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1. It is prohibited to give and receive any bribe,

gratification, illegitimate cash or other illegal forms

that are prohibited by the prevailing regulations,

in order to derive benefit of any form from

government officials or local or foreign companies.

2. It is prohibited to request or receive any bribe,

gratification, illegitimate cash or other illegal

forms from individuals or institutions as well as

domestic or foreign companies in relation to the

implementation of duties or main functions.

3. The application and the implementation of

gratification control system as well as the LHKPN

reporting process.

Testament to Jasa Marga’s strong commitment to

supporting the eradication of practices of corruption,

fraud, gratification, etc., the Company implements the

following programs:

1. Promulgation of the the LHKPN and the procedure

to fill in the LHKPN to all officers in Jasa Marga, as

well as the obligation to prepare a LHKPN report.

2. Formulation of certain rules in the Collective

Bargaining Agreement regarding the prohibition

to receive bribes, tips, presents, gratification, etc.

from customers or business partners for one’s own

interest or other parties’ interest for any reason.

3. Dismissal of employees who have been proven to

break the above rules.

4. Enhancement of the gratification control system

and cooperation with the Corruption Eradication

Commission (KPK).

Jasa Marga has assigned the Internal Audit unit to

regularly audit the compliance with the above rules. In

addition, the Company implements a whistleblowing

system partly in order to prevent such undesirable

practices described above. The Company has identified

that a number of sections within its organizational

structure are vulnerable to corrupt practices, namely

the procurement, finance, project development, and

project implementation departments.

In order to prevent corruption, the Company applies

strict work regulations, including the establishment

of independent and separate units for the phases of

budgeting, contract execution, procurement for goods

and services, and registration.

Thanks to the abovementioned preventive actions,

throughout the reporting period of 2013, there was

no indication of fraud or corruption found within Jasa

Marga.


in educational field, Jasa marga believes that the main foundation in forming the generation’s competence is innate from good quality of education

Educational Care.




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Jasa Marga cares

As a toll road operator and State-

Owned Enterprise, Jasa Marga

commit to provide real contribution

to the attempt to meet the

expectations of the local community

as one of the key stakeholders to

grow and develop along with the

company’s progress. To meet these

expectations, Jasa Marga realize

various community development

programs which are implemented

by the Community Development

Program Unit. (G4-SO1)

These programs refers as

Partnership and Community

Development Program (CSR) as

arranged in the Regulation of the

Minister of State Enterprises No.

PER-05/MBU/2007 dated April

27, 2007 about SOE Partnership

Program with Small Business and

Community Development Program,

and the Regulation of the Minister

of State Enterprises No.PER-08/

MBU/2013 dated 10 September

2013. For Jasa Marga, the

implementation of CSR is part of the

business development philosophy

in pursuit of balance and harmony

betwen economic performance

(profit), community (people), and

environment (planet). Partnership

program includes the monitoring of

revolving loan funds that have been

distributed in the previous years.

Community Development Program

includes the provision of health

assistance, educational assistance,

facilities and infrastructure


provision, nature preservation, religious facilities as

well as disaster relief and social programs on poverty

reduction.

The objective of this program is to build congenial

relationship with the community, and at the same

time executing a real contribution to achieve

social environment welfare. By taking into account

the conformity and environment potential of the

community where the program is carried out, the

implementation refers to the Board of Directors

Decision No. 230/KPTS/2007 about Partnership

Program with the Small Business and Community

Development Program. The Partnership Program is

expected to deliver a variety of benefits, including:

1. The provision of positive contribution to

community development.

2. The development of public understanding

regarding Jasa Marga’s activities through social

interaction.

3. Build community image consisting empathy and

positivity of Jasa Marga.

While Partnership Program (Program Kemitraan - PK)

is more oriented to the competency development of

surrounding communities in the field of economic

independence as described in section “Support

for Economic Growth”, the implementation of the

Community Development program is more oriented to

the quality improvement of social life.

ACTIVITIES IMPLEMENTATION (G4-EC7)

Community Development Program is an

empowerment program for social community

condition from the State-Owned Enterprise (SOE) by

utilizing SOE fund which is appointed and conducted

by State Trustees in operational areas of the company.

According to the Letter of the Ministry of SOE Deputy

in Restructuring and Strategic Planning No.S-92/

D5.MBU/2013, dated April 2013, Jasa Marga do not

allocate the net profit and do not distribute new

Partnership Loan. Source of fund for both Partnership

Program and Community Development Program are

using the existing fund balance.

According to the SOE Ministry Regulation No. PER-05/

MBU/2013 dated May 1, 2013 and PER-08/MBU/2013

dated September 10, 2013, Community Development

Program aim to create beneficial purposes to the

society within operational area of the Company.

Activities of Community Development Program of

Jasa Marga are focused on various aspects, which are:

1. Natural disaster relief.

2. Education and/or training support.

3. Health improvement support.

4. Infrastructure and/or public facilities development

support.

5. Religious facilities support.

6. Nature conservation support.

7. Social community support in effort to alleviate

poverty.

Natural Disaster Relief

In 2013, Jasa Marga distributed supports to natural

disaster victims, as a form of Company’s concern and

empathy to those who are struck by the unfortunate

disaster, which covered:

1. Emergency flood response assistance in Jakarta

area, in form of food and groceries.

2. Flood post assistance in East Jakarta, West Jakarta

and Bekasi, which provided inflatable boats and

generators.

3. Post-flood rehabilitation assistance in Jakarta,

Bekasi, Tangerang, Karawang, and Bandung

area, including the provision of school supplies,

environment and public facilities hygiene

equipments.

Education and/or Training Support

In education sector, Jasa Marga assists with the

establishment of educational means as well as training

exertions which are expected to improve the education

of Indonesia’s young generation. Educational support

which are distributed include:

1. Provision of school equipment, soccer ball,

futsal, basketball, computer, school bags for

a number of elementary, middle and high

schools in operation areal of Jasa Marga.




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2. Appropriation, restoration of educational

facilities for middle and high schools located

within Jasa Marga operational area.

3. The execution of ‘BOD Teaching Movement’

at SMAN 1 Kuta Selatang Badung Bali, SMA

Plus Negeri XVII Palembang, SMA Negeri

1 Boyolangu Tulungagung, SMA Negeri I

Semarang and SMA in Medan.

4. Distribution of educational support in form of

band, wireless, handycam, laptop and LCD TV

in the execuion of ‘BOD Teaching Movement’.

5. Provide scholarships to outstanding students

with limited economic capacity at the level of

elementary, middle and high school.

In educational field, Jasa Marga believes that

the main foundation in forming the generation’s

competence is innate from good quality of

education. To improve knowledge and culture about

traffic according to Company’s operational activities,

Jasa Marga also continues the program which

educates elementary schools located in DKI Jakarta,

Banten, West Java, Central Java, East Java and North

Sumatra about the importance of orerly traffic.

Health Improvement Support

In health sector, activities that have been conducted

include:

1. Free medical treatment in every branch and Sister

Company.

2. Mass circumcision for children with limited

economic capacity, which took event on school

holiday period.

3. Distribution of Ta’jil at gates, which took event

simultaneously at every Branch.

4. Free medical treatment for drivers, transport crew and

personnel on duty at Kampung Rambutan Terminal.

Infrastructure and Facilities Development Support

For public infrastructure development, Jasa Marga

executed various programs, as follow:

1. The making of safety school zone marking which

was conducted by the whole branch and Sister

Company of PT Jalantol Lingkarluar Jakarta

2. Paving and sewer repair which was located

at Gunung Putri sub-district and Kampung

Rambutan village

3. Creating landfill tool in collaboration with

Diponegoro Unversity

4. Development of clean water resources and road

improvement in Cihanjuang Rahayu Village,

Parongpong Sub-District, West Bandung

5. Building of compost warehouse and garbage

sheds, latrines and borholes ring road

6. Construction of bridge, neighborhood

management, road elevation, building of talud

and security posts, also construction of side road

in the entire area of toll road operation.

Religious Facilities Support

In assisting the development of religious facilities, Jasa

Marga handed out supports as follows:

1. Religious facilities restoration

2. Donation of religious service tools

3. Participation in construction of Mosque in

Cisadane, Bogor

Nature Conservation Support

Jasa Marga highly supports MDG’s 7th point to ensure

environmental sustainability. Realizing that their

operational activities would affect the surrounding

environment, Jasa Marga sincerely manage the

environment by conducting various programs

with aim to encourage the effort of sustaining the

environment. Jasa Marga shows contribution to

environmental sustainability effort through a number

of programs, both the operational activities as well as

the Community Development program.

Activities that are part of Community Development

activity, the conducted programs include:

1. Planting of production fruit trees at every branch

2. Seeding and planting of mangrove program which

took place in Tanjung Benoa, Bali.


Social Community Support in Effort to Alleviate Poverty

It is a new program initiated in 2013. The activities are aimed directly to the process of alleviating poverty, which

lines with one of the programs in Millenium Development Goals(MDG).

The activities include the distribution of groceries at operational areas which are Jagorawi, Cawang-Tomang-

Cengkareng and Belmera Branches.

Total of the allocated funds to implement the entire activites in order to execute Community Development program

is Rp 14,706,106,711 with details as follows:

Branch Based Partnership and Community Development Value as of December 31, 2013

Fields Health Education Public Infrastructures

Religious Facilities

Natural Disaster

Environment Conservation

Social Community and Poverty Allevation

TOTAL AMOUNT

Head Office 72,208,000 1,393,803,700 593,809,700 599,245,750 263,950,000 755,115,000 113,782,500 3,791,914,650

Cabang Jagorawi 107,947,500 1,078,535,565 912,688,998 101,299,300 - 44,170,000 89,637,000 2,334,278,363

Cabang Cawang Tomang Cengkareng

79,531,812 129,760,489 93,708,571 252,154,121 - 44,170,000 99,000,000 698,324,993

Cabang Jakarta Cikampek

82,183,000 - 385,694,100 146,217,500 75,060,000 83,170,000 - 772,324,600

Jakarta Tangerang Branch

59,083,000 700,676,772 508,872,178 239,059,015 18,030,000 172,520,000 - 1,698,240,965

Purbaleunyi Branch

117,866,000 146,555,000 551,491,790 156,093,300 65,775,000 44,170,000 - 1,081,951,090

Palikanci Branch 101,516,000 549,711,153 362,276,200 55,878,347 - 47,000,000 - 1,116,381,700

Semarang Branch 236,198,000 154,662,734 818,629,845 39,149,021 - 67,920,000 - 1,316,559,600

Surabaya Gempol Branch

447,961,400 105,707,100 344,539,000 - - 90,170,000 - 988,377,500

Belmera Branch 53,383,000 145,650,000 562,644,250 - - 47,670,000 98,406,000 907,753,250

Total 1,357,877,712 4,405,062,513 5,134,354,632 1,589,096,354 422,815,000 1,396,075,000 400,825,500 14,706,106,711

Area Based Community Development and Environment Conservation Value as of December 31, 2013

Area Health Education Public Infrastructure

Religious Facilities

Natural Disaster

Environment Conservation

SOE Cares TOTAL AMOUNT

Jakarta 151,739,812 1,523,564,189 687,518,271 851,399,871 263,950,000 799,285,000 212,782,500 4,490,239,643

West Java 409,512,500 1,774,801,718 2,212,151,088 459,488,447 140,835,000 218,510,000 89,637,000 5,304,935,753

Banten 59,083,000 700,676,772 508,872,178 239,059,015 18,030,000 172,520,000 - 1,698,240,965

Central Java 236,198,000 154,662,734 818,629,845 39,149,021 - 67,920,000 - 1,316,559,600

East Java 447,961,400 105,707,100 344,539,000 - - 90,170,000 - 988,377,500

North Sumatera 53,383,000 145,650,000 562,644,250 - - 47,670,000 98,406,000 907,753,250

Total 1,357,877,712 4,405,062,513 5,134,354,632 1,589,096,354 422,815,000 1,396,075,000 400,825,500 14,706,106,711




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Jasa Marga Cares



fORMATIOn oF ASSiSted villAgeIn year 2013, Jasa Marga through the CSR unit will launch a new program, which is the Development Village, as part of the implementation of Poverty Alleviation program. This program is directed by the Ministry of SOe to create the synergy of Corporate Social Responsibility (CSR) in an area through Development Village program. With a theme To a Healthy Community, To a Smart Comunity, To a Clean and Green environment as well as To a Growing economy, activities of Community Village program are focused on the development and construction of facilities and infrastructures, educational activities, environmental management and potential economic empowerment. • IntheFirststage,in2013JasaMargaconductstheDevelopmentVillageintwoareas,whichare:

Lingga Mukti Village, Darangdan Sub-District, Purwakarta Regency, West Java Province • KaduVillage,CurugSub-District,Tangerang.

For Lingga Mukti village, Jasa Marga targets the growth and development of the village area as the central of palm sugar production. To realize the target, Jasa Marga collaborate with Tarumanegara university Community and Venture Service Agency to introduce the technology of pam sugar production, management trainings adn market establishment. 36 craftsmen participated in the training program.

For Kadu village, Jasa Marga collaborate with Rumah Zakat to organize entrepreneurship trainings, such as sewing skills training, which was attended by 15 participants and welding training whch was attended by 20 participants.

The training programs are the beginning of the formation of communities with potentials to grow and develop as well as improvement of welfare for the whole village as the result of economic growth within the Development Village



toll improve and maintain service quality, Jasa marga continues to conduct toll road upgrade in order to comply to the valuation indicator of minimum Service Standard as evaluated by the toll Road Regulatory Agency

Variable Message Sign.




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Jasa Marga Cares




Loyal toll road user, or Customers,

have a set of expectations, which

include getting informations on

toll road traffic condition, ease

of access, toll gate transaction

efficiency, road condition and toll

road environment, road marking

sufficiency, lighting and safety

competence as well as traffic

swiftness. Jasa Marga upholds the

commitment to fulfill the entire

expectation as one of the main

points of the company’s culture

value “S-Swift” which state “Jasa

Marga swiftly serve customers

and other stakeholders by acting

proactive and caring as well as

emphasizing cautiousness.”

Jasa Marga ensures the customers,

by service purchasing activities,

are the stakeholders which play

the central role that guarantee the

business to run, which also mean

the main partner in the business

development. Therefore for Jasa

Marga, the fulfillment of service

and product needs are conducted

by prioritizing the fulfillment of

customers’ expectation.

To whow th commitment to

prioritize customers’ expectation,

Jasa Marga applies three strategic

steps, which are:

1. Increasing timeliness of

transactions in order to diminish

toll gate queues.

2. Achieve traffic smoothness

through the improvement of

service capacity and real time

traffic information acess in order

to lower travel disturbance.

3. Improving road construction

quality, bridges and operational

support buildings.


Strategy Services AplicationImprovement on gate transaction time to reduce queue at toll gates

1. Optimization on operational gates2. Implementation of transaction officers at high volume gates3. Implementation of Automated Toll Gate4. e-Toll Card5. e-Toll Pass

Traffic streamlining through capacity building and the provision of traffic real time information services in order to reduce travel disruption

1. Implementation of contra flow system2. Provision of operational technology infrastructure (CCTV,

VMS, RTMS, Fiber Optic)3. Information media diversification (Jasa Marga Traffic

Information Center/JTMC)4. Implementation of information technolgy (mobile application,

live streaming CCTV, Website, twitter)

Improvement for road, bridges and operational building infrastructure constructions quality

1. Installation of solar powered PJU2. Optimization of land usage to improve toll gates capacity.

MINIMUM SERVICE STANDARD RULES FULFILLMENTIn the toll road operational event, Minimum Service

Standard (MSS) which is established in Ministry

Reguation of Public Works No. 392/PRT/M/2005 dated

Agustus 31, 2005 in concern of minimum service

standard to be attained by Toll Road Enterprises in order

to improve services to customers. Minimum Service

Standard regulates six aspects of service substance

which covers toll road condition, average speed limit,

accessibility, mobility, safety, rescue unit and service

support.

Jasa Marga as the pioneering company in toll road

management and construction business, with the

biggest total asset and longest of managed road in

Indonesia, highly commited to submit to the set rule.

In order to guarantee the compliance to the set rules

of service standard and fulfill customers’ expectations,

Jasa Marga applies integrated service system in

accommodating customers’ needs.

Toll improve and maintain service quality, Jasa Marga

continues to conduct toll road upgrade in order to

comply to the valuation indicator of Minimum Service

Standard as evaluated by the Toll Road Regulatory

Agency. Overall Jasa Marga implements operational

standard of ISO 9001: 2004 Quality Management System

to ensure the management process, improvement

process and service process to comply with customers’

expectation with international quality.

Result from Toll Road Regulatory Agency and

commitment in providing the best service to the

customers which are periodically renewed have proven

that Jasa Marga has fulfilled the Minimum Service

Standard and guarantee service product wuality as well

as customer’s security.

TOLL ROAD PRODUCT AND SERVICE INFORMATION DISTRIBUTIONTo ensure service quality in toll road provision in

compliance to the set of rules, Jasa Marga periodically

evaluate and open up access to toll road service. One

of the most important point in evaluating Minimum

Service Standard from Toll Road Regulatory Agency

is the road markings indicator, road lighting in urban

areas and road-owned public fence which are types

of facilities within the requirement list of toll road

service product. In accordance to the evaluation and

assesment of Minimum Service Standard from Toll

Road Regulatory Agency (listed in Appendix), toll road

under the management of Jasa Marga have complied

to the standard of service product and facility provision

which promotes customer safety. The compliance to the

Minimum Service Standard has averted Jasa Marga from

any related amercement.

Jasa Marga always improve the service quality with

a target beyond the standard’s expectation. For the

purpose, Jasa Marga supplies access for customers

to claim a complaint for any discrepancies between

service product information standard against customers’

expectation standard, through an information center

(Jasa Marga Traffic Information Center or JMTIC) as

customer communication media which will record and

respond the particular complaint.




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JMTIC can be accessed through various of communication channels, which are:

1. JMTIC Call Center at 021-80880123,

2. Website www.jasamargalive.com, as well as

3. Mobile site m.jasamargalive.com

4. Twitter @PTJasamarga

JMTIC customer communication line can be elaborated by 4 channel of customer communication process as follows:

1. Toll Road user to contact Call Center which responded by a Customer Service Officer (CSO) for identification of

complain/demand by these 5 category which are:

i. Collecting information

ii. Help assistance

iii. Providing information

iv. Report/complain

v. Advice

2. If a customer reports a complain or advice, the Head Shift of JMTIC will receive and serve the complain/advice

3. If the complain/advice has been responded without a follow up, then CPAR (Corrective Preventive Action

Request) which will be sent to the related branch would not be necessary

4. If a follow up is needed for a particular complain/advice, a CPAR (Corrective Preventive Action Request) form

will be created and signed by the Branch’s Representative Management (RM). When the problem has been

resolved, RM will contact the Customer to confirm the satisfactory regarding the conducted follow-up.

CUSTOMER SERVICE EXCELLENTTo actualize the commitment to improve customer service and the intention to implement Service Excellence as part

of company value J-S-M-R, the Company provides non-stop 24 hours quality service, which covers:

1. Maintenance service

An activity targeted to maintain toll road quality in order to keep the travel convenience of the toll road.

Customer(Users of Toll Roads)Finish

1

4

3

2

Complain Inputs

Shift Head CCTVLAN ChatRTMS

Information Request Help Inquiries Help Information

ManagementRepresentative

BranchCustomerServicesOfficer

Start


2. Traffic servce

Providing information of real time traffic condition

for 24 hours via call center to establish travel

easiness. This service also supported by the

existence of traffic monitoring facility and 60

variable message sign (VSM) n various roads

managed by the Company.

Not only information, to ensure the quality of traffic

service to exceed the established standard, Jasa

Marga also provide service patrol, free tow, and

ambulance ready for 24 hours in various locations,

including rest areas to freshen up.

3. Transaction service

Jasa Marga provide 24 hours transaction service

to the customers, complete with control provision

of every transaction, security process and toll

administration as well as other supports.

In order to improve transaction service quality at

transaction gates on entry way, Jasa Marga controls

the traffic density and providing e-toll card,

automatic toll gates and e-toll pass to speed up

transaction process.

CUSTOMER SATISFACTION LEVEL MONITOR (G4-PR5)Jasa Marca conducts a survey of customer satisfaction

level to receive a feedback for the service improvement

in pursuit of Service Excellence Standard perfection.

This satisfactory measurement activity was

reconducted in 2013 in each service area of the entire

toll road.

Customer satisfactory level survey was conducted to

measure:

• Transaction service

• Traffic service

• Construction service

Survey was done in questionnaire method to the

respondents.

Measurement of this customer satisfactory level is

implemented by two programs, which are statistic data

analysis which is entered through JMTIC and customer

surver conducted on every Company’s toll road.

For data entered through JMTIC, total of service

amounts to 589.588, increased by 18,3% from 498.301

services. Total of reports entered in year 2013 through

JMTIC reach to 988 reports, consists of 808 person

submitting complain and 180 person submitting

advice.

From the 808 complains, a number of 684 complaints

are handles directly by Head Shift of JMTIC. Meanwhile

124 complains are forwarded to the related Branch

through Corrective and Preventive Action form. From

124 CPAR forwarded, 124 CPAR are solved and 0 CPAR

is still in handling. Based on the result, percentage of

reports solution in 2013 was 100%, according to the

number of reports submitted to JMTIC which are solved

added by CPAR which are solved compared to CPAR

reports which are not solved.

Service Category Frequency Based on Service Given

by JMTICServices Category Period Report

2013 2012

Information Request 5,167 5,574

Help Inquiries 15,864 13,241

Information Request 567,569 478,048

Complaints 808 1,185

Inputs 180 253

Total Service Frequency

589,588 498,301

2.79%

17.08%

Very Satisfied Very Dissatisfied

Satisfied Very Dissatisfied Once

Not SatisfiedVery Satisfied Once

62.67%

15.5%1.76%

0.25%

Customer Satisfactory 2013




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To improve service quality to the customers and

showing responsibility to the products of Jasa Marga,

the Company conducts customer satisfactory survey

periodically. Survey results are utilized as feedback

in service quality improvement. In 2013 Jasa Marga

conducted another service quality survey. The survey

was done using questionnaire method to a group of

randomly chosen respondents. The result shows very

little respondents with highly satisfied answer.

Overall customer satisfactory survey index which was

collected in year 2013 is 4,03 (in scale from 1 to 6).

Customer satisfactory survey on the previous period ,

conducted in the year 2011 showed index of 3,79. This

corporate customer satisfactory survey is conducted

every two year in odd numbered years.

These results show improvement trend, and become a

reference for Jasa Marga to improve customer service

quality and displays the responsibility as a reliable toll

road management company.

Jasa Marga Traffic Information Center.


feedback Sheet

Jasa Marga Sustainability Report 2013Thank you for reading Jasa Marga Sustainability Report 2013. For Jasa Marga , continuous improvement

is essential to be able to give the best to our stakeholders. To improve the overall sustainability

performance of Jasa Marga we expect criticism and suggestions on this report.

No Area Your Comment

1. The information presented in the report meets your expectations.

2. The data presented is transparent, trustworthy and fair.

3. The report can be read comfortably, with appropriate language style and clear.

4. Layout, color scheme, appearance and pictures in the report are attractive.

5. The information that you would like to be discussed more deeply is

6. Other suggestions that you would like to convey for the improvement of BNI’s Sustainability Report

Reader’s Profile

Gender Age Highest Education Occupation

Name of Institution Field of Work/Organization Would you like to receivefuture reports? Preferred medium

We value your comments and suggestions.

Send this sheet to:

Corporate Secretary

Plaza Tol Taman Mini Indonesia Indah

Jakarta 13550 Indonesia

Tel : 62-21 841 3630, 841 3526

Fax : 62-21 841 3540

Email : [email protected],

[email protected]

Website: www.jasamarga.com




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SustainabilityReport 2013

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],

[email protected]

Website: www.jasamarga.com

toward sustainable growth - pt jasa marga (persero) tbkcms.jasamarga.com/en/csr/laporancsr/sr jasa...

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