toward sustainable growth - pt jasa marga (persero) tbkcms.jasamarga.com/en/csr/laporancsr/sr jasa...
TRANSCRIPT
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
Indicator Disclosures Page Assurance
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-DMA Disclosure Management Approach (DMA) 84
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-DMA Disclosure Management Approach (DMA) 72
G4-EN3 Energy consumption within the organization 72
G4-EN6 Reduction of energy consumption 72
2013 Sustainability Report 3
Indicator Disclosures Page Assurance
Aspect: Emissions
G4-DMA Disclosure Management Approach (DMA) 72-73
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-DMA Disclosure Management Approach (DMA) 86
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-DMA Disclosure Management Approach (DMA) 98
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-DMA Disclosure Management Approach (DMA) 90
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-DMA Disclosure Management Approach (DMA) 86
G4-LA12 Composition of governance bodies and breakdown of employees 85, 96
Aspek Remunerasi yang setara
G4-DMA Disclosure Management Approach (DMA) 84-85
G4-LA13 Ratio of basic salary and remuneration of women to men 85
Aspect: Supplier Assessment for Labor Practices
G4-DMA Disclosure Management Approach (DMA) 51
G4-LA14 Percentage of new suppliers that were screened using labor practices criteria
51
PT Jasa Marga (Persero) Tbk4
Indicator Disclosures Page Assurance
SUB-CATEGORY: HUMAN RIGHTS
Aspect: Freedom of Association and Collective Bargaining
G4-DMA Disclosure Management Approach (DMA) 84
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-DMA Disclosure Management Approach (DMA) 51
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-DMA Disclosure Management Approach (DMA) 104
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-DMA Disclosure Management Approach (DMA) 116
G4-PR5 Results of surveys measuring customer satisfaction 116
2013 Sustainability Report 5
Jembatan Cikubang, Cipularang.
PT Jasa Marga (Persero) Tbk6
2013 Sustainability Performance Overview
message from the president director
Sustainability performance, Awards and certification in 2013
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
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.
2013 Sustainability Performance Overview
message from the president director
Sustainability performance, Awards and certification in 2013
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
PT Jasa Marga (Persero) Tbk8
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
2013 Sustainability Report 9
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
2013 Sustainability Performance Overview
message from the president director
Sustainability performance, Awards and certification in 2013
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
PT Jasa Marga (Persero) Tbk10
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
2013 Sustainability Report 11
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.
2013 Sustainability performance overview
Message from The President Director
Sustainability performance, Awards and certification in 2013
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
PT Jasa Marga (Persero) Tbk12
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
2013 Sustainability Report 13
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
2013 Sustainability performance overview
Message from The President Director
Sustainability performance, Awards and certification in 2013
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
PT Jasa Marga (Persero) Tbk14
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.
2013 Sustainability Report 15
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
PT Jasa Marga (Persero) Tbk16
2013 Sustainability performance overview
Message from The President Director
Sustainability performance, Awards and certification in 2013
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
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
2013 Sustainability Report 17
South Sentul, Jagorawi.
2013 Sustainability performance overview
message from the president director
Sustainability Performance, Awards and Certification in 2013
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
PT Jasa Marga (Persero) Tbk18
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.
2013 Sustainability performance overview
message from the president director
Sustainability Performance, Awards and Certification in 2013
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
PT Jasa Marga (Persero) Tbk20
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.
2013 Sustainability Report 21
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).
2013 Sustainability performance overview
message from the president director
Sustainability Performance, Awards and Certification in 2013
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
PT Jasa Marga (Persero) Tbk22
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.
2013 Sustainability Report 23
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
2013 Sustainability performance overview
message from the president director
Sustainability Performance, Awards and Certification in 2013
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
PT Jasa Marga (Persero) Tbk24
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.
2013 Sustainability Report 25
PT Jasa Marga (Persero) Tbk26
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.
2013 Sustainability performance overview
message from the president director
Sustainability performance, Awards and certification in 2013
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
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)
PT Jasa Marga (Persero) Tbk28
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
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
292013 Sustainability Report
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:
PT Jasa Marga (Persero) Tbk30
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
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
312013 Sustainability Report
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]
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
PT Jasa Marga (Persero) Tbk32
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.
2013 Sustainability performance overview
message from the president director
Sustainability performance, Awards and certification in 2013
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
332013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk34
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)
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
352013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk36
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
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
372013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk38
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
2013 Sustainability performance overview
message from the president director
Sustainability performance, Awards and certification in 2013
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
392013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk40
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.
2013 Sustainability performance overview
message from the president director
Sustainability performance, Awards and certification in 2013
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
PT Jasa Marga (Persero) Tbk42
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.
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
432013 Sustainability Report
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.
Sustainability governance
PT Jasa Marga (Persero) Tbk44
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
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
452013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk46
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,
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
472013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk48
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:
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
492013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk50
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.
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
512013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk52
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.
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
532013 Sustainability Report
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
PT Jasa Marga (Persero) Tbk54
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.
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
552013 Sustainability Report
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. As needed2. As needed3. As needed
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. As needed2. As needed3. As needed
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. As needed2. As needed3. As needed
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.
PT Jasa Marga (Persero) Tbk56
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.
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
572013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk58
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
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
About This Report
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Sustainability Governance
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Environmental Responsibility
Jasa Marga’s Human Resources Development
Jasa Marga Cares
Product Responsibility
592013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk60
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.
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
612013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk62
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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About This Report
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Sustainability Governance
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632013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk64
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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About This Report
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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
PT Jasa Marga (Persero) Tbk66
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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About This Report
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672013 Sustainability Report
Environmental Responsibility
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
PT Jasa Marga (Persero) Tbk68
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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About This Report
A Primer on Jasa Marga
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692013 Sustainability Report
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:
PT Jasa Marga (Persero) Tbk70
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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712013 Sustainability Report
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
PT Jasa Marga (Persero) Tbk72
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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732013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk74
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.
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752013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk76
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.
PT Jasa Marga (Persero) Tbk78
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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792013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk80
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
PT Jasa Marga (Persero) Tbk82
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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832013 Sustainability Report
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
PT Jasa Marga (Persero) Tbk84
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
PT Jasa Marga (Persero) Tbk86
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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872013 Sustainability Report
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
PT Jasa Marga (Persero) Tbk88
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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About This Report
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Jasa Marga’s Human Resources Development
Jasa Marga Cares
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892013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk90
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
PT Jasa Marga (Persero) Tbk92
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.
PT Jasa Marga (Persero) Tbk94
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.
PT Jasa Marga (Persero) Tbk96
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
PT Jasa Marga (Persero) Tbk98
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.
PT Jasa Marga (Persero) Tbk100
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:
PT Jasa Marga (Persero) Tbk102
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.
PT Jasa Marga (Persero) Tbk104
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.
PT Jasa Marga (Persero) Tbk106
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
PT Jasa Marga (Persero) Tbk108
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.
PT Jasa Marga (Persero) Tbk110
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
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
2013 Sustainability Report
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
2013 Sustainability Report 111
PT Jasa Marga (Persero) Tbk112
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.
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
1132013 Sustainability Report
Product Responsibility
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.
PT Jasa Marga (Persero) Tbk114
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.
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
1152013 Sustainability Report
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
PT Jasa Marga (Persero) Tbk116
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
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
1172013 Sustainability Report
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.
PT Jasa Marga (Persero) Tbk118
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
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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],
Website: www.jasamarga.com
2013 Sustainability Performance Overview
Message from The President Director
Sustainability Performance, Awards and Certification in 2013
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
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],
Website: www.jasamarga.com