SuStainable inFRaStRuktuR GRoWtH JASA... · Company year-to-date comprehensive profit reached Rp1.68 trillion, when compared with 2015 achievement, the year-to-date comprehensive

2016SuStainability RepoRt

innoVation FoRSuStainable

GRoWtH

akSeleRaSi pembanGunan inFRaStRuktuR

Draft 2

PT Jasa Marga (Persero) Tbk is always committed to consistently seek improvement in every process and improve the service quality to the customers. In order to achieve that, PT Jasa Marga (Persero) Tbk through qualified human being always active and support the innovation of new ideas in completing issue and in anticipating challenges in the future. The ideas then written and studied with comprehensive, tested, and measured analytic methodology formula through the cluster of Management Innovation Group (KIM), Quality Improvement Group (KPM) and Practical Improvement (PP) that can be applied and beneficial.

At the beginning, quality activities are often only trend and mode flow as many companies have conducted quality activities, that in flocks has been followed without analyzing deeper on the matching with issues, condition, and human resources at work place.

2 PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report

GRi G4 Core index

President Commissioner Report

About Sustainability Report 2016

Company Profile

Sustainable Performance Highlight

President Director Report

2015 Overview on Sustainability Performance

PT Jasa Marga (Persero) Tbk.

innoVation

Draft 2

Therefore, in order to avoid any mismatch between expectation and result obtained in conducting quality activity, since the beginning the target to be achieved of the set theme must be well understood, the use of method that is in accordance to the existing situation, condition, and ability as well as raising the right member to implement.

The support of various parties is also conducted in terms of maintaining the corporate innovation result.Thus, the more ideas and initiatives created which product result can be implemented and standardized to support sustainable improvement for business development and success of the Company.

Sustainable innovation provides positive impact on Company operational both on cost efficiency and time efficiency.

In 2016 Jasa Marga has conducted Cost Efficiency of Rp 34,232,250,220 and Time Efficiency of 451.5 days.

Solar Cell Implementation at PT Jasa Marga (Persero) Tbk Office

1PT Jasa Marga (Persero) Tbk. 2016 Sustainability Report

Innovation to Build Quality Human Resources

Innovation for Customer Satisfaction

Innovation in Economic Growth

Innovation in Guaranteeing the Occupational Health and Safety

Innnovation in Managing

Innovation on Managing Environment

Innovation for the Social Welfare(Comdev)

1PT Jasa Marga (Persero) Tbk.

FoR SuStainable

GRoWtH

Innovation in Managing


48 70

1 thEME anD MEanInG

2 taBLE Of COntEnt

4 GrI G4 COrE InDEX

8 SUSTAINABLE PERFORMANCE HIGHLIGHT

10 Economic Performance

12 Environmental Performance

14 Social Performance

17 2015 OVErVIEW On SUStaInaBILItY PErfOrManCE

18 IMPOrtant EVEntS, rEWarD, anD CErtIfICatIOn

23 PrESIDEnt COMMISSIOnEr rEPOrt

25 PrESIDEnt DIrECtOr rEPOrt

36 COMPanY PrOfILE

36 Jasa Marga Brief Profile

39 Jasa Marga Operation area

40 Concessions Owned by Jasa Marga

42 Organization Scale

43 Significant Change

44 Share Ownership Composition

44 Structure of Organization

46 Company Vision, Mission, and Value

48 InnnOVatIOn In ManaGInG

51 Policy and Structure of Governance

52 the position of GMS, Board of Commissioners, and Board of Directors

60 Policy on anti Corruption and Gratification Control

62 risk Management Implementation

Innovation on SmaRT Application

Innovation on Risk Management Activity

63 Code of Conduct and Company Culture

66 Stakeholder Management

69 Supply Chain

70 InnOVatIOn In ECOnOMIC GrOWth

72 achieved Economic Performance

72 Innovation on toll road development acceleration to obtain economic score

• Construction Aspect : approach to community

• Financial Aspect : right issue /bond

73 Economic Value Distribution

Integrated transaction for distribution acceleration (related with Government’s intention to lower logistic/distribution cost)

73 Contribution to the State

Tax Payment, and socialization ontax amnesty(fiscal)

74 InnOVatIOn fOr CUStOMEr SatISfaCtIOn

76 Management Policy on road Users Safety Guarantee

Innovation in the service refinement to road users

Innovation in rest area management

Innovation on traffic management during homecoming season

77 Zero Pothole (Smooth Road Without Holes)

Innovation on Tim Sapu Lubang(Hole Patch Team)

78 Information access and toll road Services

Innovation on JM Care

80 Customer Satisfaction Survey

ContentS

Draft 22 PT Jasa Marga (Persero) Tbk. Laporan Keberlanjutan 2016


Innovation for Social Welfare

74 108

82 InnOVatIOn On ManaGInG EnVIrOnMEnt

84 Committment in Maintaining the Environment

86 Energy Consumption

Innovation on PJU with LED light

86 Energy Saving

Innovation onnew Head Office green building

87 air Emission Pollution Control

88 Water Usage

89 Climate Change Impact and Opportunity

91 toll road reforestation and Environmental Conservation

Innovation on tree planting process (beautification)

92 InnOVatIOn tO BUILD QUaLItY hUMan rESOUrCES

96 hr Development Committment

Innovation on Enterprise Knowledge Management

97 Employee Profile

98 Internal Welfare Guarantee

100 hr Competence Development Program

101 association freedom Protection

101 Employee Turnover

102 InnOVatIOn In GUarantEEInG thE OCCUPatIOnaL hEaLth anD SafEtY

104 Committment on Occupational Security, Safety, and health

Innovation on cleaning team uniform in Jagorawi

105 Occupational accident rate

Innovation to winZero

106 Employee SatisfactionSurvey(Survey Enggagement)

107 human right Pretection

107 OhS achievement

Internal audit for OHS

OHS Application Innovation

107 Occupational health and Safety Certification

108 InnOVatIOn fOr thE SOCIaL WELfarE (COMDEV)

110 Community Social responsibility Committment

111 Community Economic Empowerment

113 Community Life Quality Improvement

116 fEEDBaCK ShEEt

3PT Jasa Marga (Persero) Tbk. Laporan Keberlanjutan 2016

inDekS GRi G4 CoRe

Index Indicator remarks

GEnEraL StanDarD DISCLOSUrE

Strategy and analysis

G4-1 Board of Commissioners and Board of Directors Report 23, 25

Organization Profile

G4-3 Organization Name 36

G4-4 Product and Service 36, 40

G4-5 Organization Head Office Location 36

G4-6 Operation Area 39

G4-7 Legal Ownership and Form 44

G4-8 Market Share 72

G4-9 Organization Scale 42

G4-10 Employee Distribution 97

G4-11 Percentage of Total Employees covered in Contractual Bargaining Agreement (PKB)

101

G4-12 Supply chain 69

G4-13 Significant change in reporting period 43

G4-14 Approach in the application of Prudent Avoidance Principle 69

G4-15 International initiative in the supported or adopted environment and social 69

G4-16 Industrial association membership 69

Important and Boundary aspect

G4-17 List of Subsidiaries 30

G4-18 Content and Boundary Stipulation Process 30

G4-19 List of Key Aspect Identification 31, 32

G4-20 List of Boundary 31, 32

G4-21 Boundaryoutside the Company 31, 32

G4-22 Effect on Last Year Information Representation 30

G4-23 Significant Change in scope and boundary 30

Stakeholder

G4-24 List of Stakeholders 67

G4-25 Stakeholder Identification Basic 67

G4-26 Approach on relationship with stakeholders 67

G4-27 Topics discussed with stakeholders 67


GRi G4 Core index



Company Profile





report Profile

G4-28 Reporting Period 29

G4-29 Last year reporting issuance 29

G4-30 Reporting Cycle 29

G4-31 Personal Contact 32

GrI G4 Content Index

G4-32 “According to”, List of Index, and Assurance option 29

assurance

G4-33 External Assurance 34

Governance

G4-34 Governance Structure 51

Ethics and Integrity

G4-56 Company Values and Ethics 47, 63

SPECIaL StanDarD DISCLOSUrE

CatEGOrY: ECOnOMY

aspect: Economic Performance

G4-DMa Management Approach Disclosure 72

G4-EC1 Received and Distributed Economic Value 73

aspect: Market Presence


G4-EC5 New Employee Salary Ratio toward Regional Minimum Wage (UMR) 98

aspect: Indirect Economic Impact


G4-EC7 Public facilities development impact and other assistance 113

G4-EC8 Indirect Economic Impact 113

CatEGOrY: EnVIrOnMEnt










aspect: Energy


G4-En3 Energy Consumption in organization 86

G4-En6 Energy consumption Reduction 86

aspect: Emission


G4-En15 Greenhouse Gas Emission (GRK) direct (Coverage 1) 86

G4-En19 Greenhouse Gas Emission Reduction (GRK) 87

SUB-CatEGOrY: LaBOr PraCtICE anD WOrK COMfOrt

aspect: Work


G4-La1 Employee Turnover 101

G4-La2 Permanent employee compensation that is not given to contract employee 98

aspect: Occupational health and Safety


G4-La6 Accident rate, and absence rate due to illness, or skip work 105

G4-La8 Occupational Health and Safety clause in PKB (Contractual Bargaining Agreement)

104

aspect: training and Education


G4-La9 Average training hours per year per employee 100

aspect: Opportunity Diversity and Equality


G4-La12 Governance composition and employee distribution 97

aspect: requal remuneration between male and female


GRi G4 Core index



Company Profile





G4-La13 Ratio of Basic Salary and remuneration between female and male 98

aspect: assessment on Supplier Labor Practice


G4-La14 Supplier selection based on labor practice 69

SUB-CatEGOrY: hUMan rIGhtS

aspect: freedom to associate andContractual Bargaining agreement (PKB)


G4-hr4 Violation on freedom to associate right in organization or supplier 101

aspect: Supplier human rights assessment


G4-hr10 Supplier selection based on human rights criteria 69

SUB-CatEGOrY: COMMUnItY

aspect: Local Community


G4-SO1 Operation presentation with local community engagement, impact assessment, and applied development program

111

aspect: anti-corruption


G4-SO4 Communication and training on anti corruption policy and procedure 61

SUB-CatEGOrY: PrODUCt rESPOnSIBILItY

aspect: Product and Service Labelling


G4-Pr5 Customer Satisfaction measurement survey result 80









SuStainable peRFoRmanCe oVeRVieW


GRi G4 Core index



Company Profile




The Construction of Tuntang Bridge, Semarang-Solo Toll Road









ReCeiVeD eonomiC Value [G4-EC1]

eConomiC peRFoRmanCe

Throughout 2016, Company Operating Revenuw

reached upto Rp16.66 trillion from 2015 Operating

Revenue of Rp 9.85 trillion. Company Operating

Revenue, Construction Revenue, and Other Business

Revenue.

rp16.66 trillionOperating Revenue

opeRatinG ReVenue(in tRillion RupiaH)

2015

9.85

16.6

0

2016

Susukan Bridge, Semarang-Solo Toll Road


GRi G4 Core index



Company Profile




yeaR-to-Date CompReHenSiVe pRoFit laba kompReHenSiF

Company year-to-date

comprehensive profit reached

Rp1.68 trillion, when compared with

2015 achievement, the year-to-date

comprehensive profit increased

10.35%. Year-to-date comprehensive

profitis attributable to among others,

holding entity owner and non-

controller interest

Tax paid by the Company in 2016 reached Rp1.17 trillion,

increased compared to tax payment in 2015 amounted

Rp1.01 trillion.

rp1.68 trillionYear-to-date Comprehensive Profit

rp1.17 trillionContribution to the State

tax payment(in billion RupiaH)

Year-to-date comprehensive

profitthat is attributable to holding

entity reached Rp1.77 trillion

increased 22.18% compared to

the achievement in 2015. While

theyear-to-date comprehensive

profitattributable to non controller

interestin 2016 reached Rp86.50

billion.

2015

702,

10

1.01

5,08

2016

2015

1,30

1,68

2016









enViRonmental peRFoRmanCe oVeRVieW [G4-EN6][G4-EN19]

enViRonmental peRFoRmanCe

In order to optimize the implementation of

program and environmental management,

the Company has allocated the environment

management cost. In 2016, the Company

has issued the fund for environmental

management of Rp 32.21 billion.

The usage of PJU lamps using

LED, to save eletricity in 5.768

spots.

rp32.21 billionEnvironmental Management Fund

5.768 Location SpotsUsage of Led Light

Reforesting at Jakarta-Cikampek Toll Road


GRi G4 Core index



Company Profile




Main Program:

• Reforestation

In 2016, the total planted trees is 51.481 consists of

various types of tree,i.e. mahogany tree, rain tree, and

other types.

• EIAandRKL/RPLManagement

The Company’s concern towards environment

has started since the toll road development plan.

The Company already concern on environmental

management through EIA implementation towards new

toll road project. In regards to maintain and keep all

operating toll road environmental quality.The Company

through Branchand Subsidiaries have implemented

Environmental Monitoring Plan (RPL) and Environmental

Management Plan (RKL) on operating toll road.

• WasteManagement

Conducted by separating organic and anorganic waste

an well as toxic and hazardous waste at Work Unit. The

improvement of waste management at toll gate is also

conducted as evidence of Company’s concern as well as

meeting the Minimum Service Standard.

Toll road reforestation as one way of

mitigation on environmental impact change

by planting more than 51,481 trees that have

been distributed to be planted at the vicinity

of toll road in 2016, among others are

mahogany, rain tree, accaccia, and others.

51.481 TreesToll Road ReforestationCO2 emission

reduction

At minimum equal to1313.58 tons of carbon

• WaterEfficiencyandConservation

Conduted by supervising and monitoring to ensure water

usage according to needs. Waste saving socialization

by putting up water saving sticker on every water usage

facilities.

Ablutions water storage from mosque area and re-use

it to water plants in office area.Biopore hole creation in

several Company areas.

• CarbonEmissionMitigationEffort

Conducted by electricity saving. The Company tries to

apply the energy saving culture by putting on electricity

saving advices and the use of energy saving lamp.









SoCial peRFoRmanCe oVeRVieW

SoCial peRFoRmanCe

For Environment Development Program

rp17.2 billion rp17,427 billion

For Partnership Program Fund for 672Development Partners distributed in all over Indonesia

Rp

Student Development Program at West Java


GRi G4 Core index



Company Profile




• Morethan180%LowestServiceCompensation

Compared to UMr

Lowest service compensation percentage value issued

by the Company is Rp 3,608,000. This value is 180%

higher compared to UMR at the concerned area. The

payment of competent employee service compensation

and promotion is without differentiating gender and

SARA (Tribes, Groups, Race, Religion).

• ZERO(0)JasaMargaOccupationalAccident

In 2016, occupational accident statistic number in

Jasa Marga remains the same as previous year, no

occupational accident that caused, minor injury, major

injury, or fatality.

rp292,75 billionToll roadScrapping Filling Overlay (SFO) fund

>180%Lowest Service Compensation Compared to UMR

ZERO (0) Jasa Marga employee occupational accident

• TollRoadScrappingFillingOverlay(SFO)withtotal

fund of rp292.75 billion

In 2016, the Company has conducted SFO activity to

maintain the toll road quality distributed at all sections

managed by the Company. The Company issued fund of

Rp292.75 billion for the activity.









SuStainable innoVaSion

The installment of Solar Power Generator

is conducted at the surrounding of Head

Office, includind existing Head Office, New

Head Office Building, and Jagorawi Branch

Office Building with total solar panel of

1,435 items with total power volume of

solar power generator of 47,340 kWp.

The use of alternative energy with solar

power at Head Office and Jagorawi area

has been applied since 19th November

2016 with total power generated of 33,160

kWh.

SOLar POWEr GEnEratOrInnOVatIOn [G4-EN3][G4-EN6]


GRi G4 Core index



Company Profile




SuStainability peRFoRmanCe oVeRVieW

DESCrIPtIOn 2015 2016

ECOnOMIC PErfOrManCE

financial Performance(rp billion)

Operating Revenue 9,848 16,661.40

Operating Profit 3,477.67 4,165.51

Year-to-date profit 1,466.38 1,889.31

Year-to-date comprehensive profit 1,302.38 1,684.23

Profit per Basic Shares (full Rupiah) 215.64 276.97

Benefit Distribution to Economy(Rp billion)

Paymentto Supplier 1,649.71 1,926.85

Paymentto Employee 1,585.76 1,928.88

Operating Cooperation Expense Payment 294.22 170.93

Relining Cost Payment (Operation) 289.33 249.75

Tax Payment 1,015.08 1,168.70

Interest Payment 993.23 1,410.26

Dividend Payment 491.20 293.27

SOCIaL PErfOrManCE

Employee Diversity

Total Male Employee 3,515 3,420

Total Female Employee 1,046 1,027

Employee Turnover rate (%) 0.02 0.18

Community Investment (rp billion)

Partnership Program Loan Fund Distribution 15.04 17.427

Environmental Development Fund Distribution (social community) 8.91 3.43

Development Partner 451 672

Customer

Customer Satisfaction Rate Index (scale 1-6) 4.2 5.1

Scrapping Filling Overlay /SFO Fund (in Rp billion) 294 292.75

EnVIrOnMEntaL PErfOrManCE

Natural Conservation Fund Distribution (Rp million) 5,600 830.0

Energy Consumption

Total Electricity Comsumption (kWh) 47,988,662 52,140,121,475

Total Electricity Comsumption (Rp billion) 53.54 48.2

Primary Energy Source Consumption (liter) 2,522,247 4,035,531.04

Water Volume Consumption taken from PDAM (m3) 16,059,544.76 21,041,735.68

reforestation

planting 57,088 51,481









SiGniFiCant eVentS, appReCiationS,anD CeRtiFiCationS

SiGniFiCant eVentS

fEBrUarY 18th

‘On the toll road’ tourTelebrate the 38th anniversary of PT Jasa Marga (Persero) Tbk, Jasa Marga took

400 students on a ‘On the Toll Road’ tour, visiting 6 toll road sections in Indonesia

(Jabodetabek, Purbaleunyi, Palikanci, Semarang,Surabaya, and Belmera Branch).

MarCh 26th

Planting-10,000-trees MovementTo take role in preserving the nature, the Company held a planting-10,000-trees activity

at the Jakarta-Cikampek toll road’s right of way, which attended by the Minister of SOE

and Minister of Environment and Forestry.

JanUarY 20th

nature ConservationPT Jasa Marga (Persero) Tbk held tree planting events and cleaned 12 rivers around toll

roads in 9 Branches simultaneously on January 20th 2016.

aPrIL 20th-24th

Exhibition of trained PartnersThe trained partners of PT Jasa Marga (Persero) Tbk joined the Inacraft 2016

exhibition at Jakarta Convention Center on April 20th-24th 2016.

MarCh 3rD

free treatmentJasa Marga held free treatment events simultaneously in 9 Branches (14 toll road

operational area points in Indonesia) on March 3rd 2016.


GRi G4 Core index



Company Profile




OCtOBEr 12th

Signing of Partner Program LoanPT Jasa Marga (Persero) Tbk Branch of Jakarta-Cikampek signed the Partner

Program for 37 small businesses and cooperatives batch II 2016.

aUGUSt 1St

Veteran’s house renovationFor the SOE Present for Country activity, PT Jasa Marga (Persero) Tbk renovated 26

veteran’s houses at the South Sulawesi Province on August-November 2016.

JULY 25th

SOE teachingThe Company participated in SOE Teaching activity on July 25th 2016 which was

held at 9 High Schools around 9 Branches of the Company.

DECEMBEr 13th

aceh natural Disaster reliefOn December 13th 2016, the Company provided disaster relief at the District of Pidie,

Aceh, such as medicines, folding matresses, towels, and clothes.

aUGUSt 1St

Siswa Mengenal nusantaraPT Jasa Marga (Persero) Tbk. sent 20 students and 3 assisting teachers from West Java to

North Sulawesi for one week to get to know the local culture in the Siswa Mengenal Nusantara

2016 program.









JaKarta, 18 MarEt 2016

Green Company & Sri Kehati Appreciation 2015 The Best Companies 2015 Sri-Kehati Index.

SWANETWORK & Yayasan KEHATI

JaKarta, 25 aGUStUS 2016

Social Business Innovation Award 2016 Category : Toll Road Infrastucture “Program Pemberdayaan Lingkungan Bersih”

Warta Ekonomi

JaKarta, 18 OKtOBEr 2016

Nusantara CSR Awards 2016 kategori: Perlindungan dan Perbaikan Lingkungan

La Tofi School of CSR

appReCiationS

JaKarta, 6 aPrIL 2016

Indonesia Green Awards 2016 Kategori: Mempelopori Pencegahan Polusi

Indonesia Green Awards 2016 Kategori: Mengembangkan Pengolahan Sampah Terpadu

La Tofi School of CSR


GRi G4 Core index



Company Profile




no Branch

OhSaS 18001:2007 ISO 9001:2008

audit

Institution

Date of

Issue

Validity

Period

audit

Institution

Date of

issue

Validity

Period

1 Jagorawi SGS 23-Mar-14 23-Mar-17 SGS 23-Agust-14 23-Agust-17

2 Cawang Tomang

Cengkareng

SGS 03-Mar-14 03-Mar-17 SGS 15-Feb-14 15-Feb-17

3 Jakarta Cikampek SGS 31-Jan-14 31-Jan-17 SGS 04-Feb-14 04-Feb-17

4 Jakarta Tangerang SGS 04-Jan-13 04-Jan-16 SGS 22-Des-13 22-Des-16

5 Purbaleunyi SGS 28-Des-13 28-Des-16 SGS 22-Des-13 22-Des-16

6 Semarang SGS 25-Okt-14 25-Okt-17 SGS 06-Jan-14 06-Jan-17

7 Palikanci SGS 24-Sep-15 24-Sep-18 SGS 21-Jul-13 21-Jul-16

8 Surabaya Gempol SGS 10-Mei-14 10-Mei-17 SGS 19-Apr-13 19-Apr-16

9 Belmera SGS 21-Sep-14 21-Sep-17 SGS 12-Okt-13 12-Okt-16

CeRtiFiCation oF toll RoaDS Quality manaGement









refly harunPresident Commissioner/ Independent Commissioner


GRi G4 Core index



Company Profile




In line with the Government’s program to accelerate infrastructure development especially toll roads, Jasa Marga still maintain a sustainable growth based on good governance. Positive performance achievement in finance and business development still keeps the Company aware that competitiveness excellence is not only determined by profit, but also have to be supported by excellence in social community and environment preservation. We realize that the Triple Bottom Line concept or Profit, People, and Planet (3Ps) must be implemented strategically, systemically, and sustainably in business strategy and process.

We as the commissioner and Directors of Jasa Marga believe that Jasa Marga sustainable competitiveness excellence depends on our commitment and initiative to implement the Triple Bottom Line concept. Furthermore, we implemented the balance ofprofit, people, and planet in our strategy written on Company’s Long Term Plan (RJPP) and Annual Activity and Budget Plan (RKAT). Therefore, we support management’s initiative to commit in achieving Jasa Marga’s vision, mission, and strategy sustainably to grow healthfully, strong, and accepted by all Stakeholders as Good Corporate Citizen. We also support all management’s effort to keep improving our sustainable performance for the continuity of the Company’s business.

Commitment for profit, people and planet is important to support the Company’s growth and development. In our efforts to achieve sustainable business, the Company always attempt to give the optimal performance to Shareholders,

while still care on the Stakeholders needs by giving maximum contribution through innovation and efficiency impact. The Board of Commissioners realize that the Company must be able to present responsible and helpful business management behavior for all Stakeholders. In line with the finance/economic performance achievement, we would like to convey that all our duties and responsibilities as the Board of Commissioners have met the expectations of our respected Shareholders and Stakeholders. (G4-1)

This Sustainability Report explains the performance of profit, people, and planet in integrated manner. This Sustainability Report is a part of Jasa Marga’s commitment to communicate all work programs and activities in profit, people, and planet in accordance to best practices based on Global Reporting Initiative (GRI 4.0).

The theme of Jasa Marga’s Sustainability Report this year is Innovation Sustainability for Sustainable Growth, portrays the Company’s spirit and commitment to contribute in national economic development and growth by providing and managing reliable infrastructures especially toll roads. The Company participated actively in supporting the Government programs and infrastructure strategic projects to connect the centers and the local economy distribution, so we will be able to achieve value-added economy and national equitable development.

On behalf of PT Jasa Marga (Persero) Tbk. Board of Commissioner

refly harunPresident Commissioner/Independent Commissioner

Our respected Stakeholders,

pReSiDent CommiSSioneR

RepoRt(G4-1)

We support Management’s spirit and commitment to keep innovating to grow our Company sustainably, as the main principle in achieving the Company’s vision and mission to be trusted and accepted by all Stakeholders as Good Corporate Citizen. Our commitment for profit, people, and planet make Jasa Marga possible to achieve our success and to be able to provide added value to the Shareholders and Stakeholders.









Desi ArryaniPresident Director


GRi G4 Core index



Company Profile




We continue to perform and achieve the Company’s

commitment to carry out our responsibility in environment

and social management through strong synergy principle

between the Company and Stakeholders. We believe the

sustainability of excellent competitiveness only achievable

through the balance of profit, people, and planet. We realize

Triple Bottom Line (3Ps) is not only a concept that need to

be understood, but it must be implemented in strategies and

daily business process.

The Company has implemented the Triple Bottom

Line principles to support the Company sustainability

achievement. This principle is a concept that support the

holistic measurement ofcompany performance by including

economic performance measure such as profit acquisition,

social concern measure, and environment preservation

measure. This concept measures Economic, Environmental,

Social (EES) or 3P (People, Planet, Profit).

The implementation of Triple Bottom Line principles

supported by the Company strategy and awareness is done

to support the Company performance achievement. As can

be seen on Company Revenue 2016 achivement, there was

Rp 16.66 trillon from the realization of Company Revenue

2016, or grew by 69.18% and the realization of Profit of the

Year was Rp 1.80 trillion or grew by 36.68%. In line with

Jasa Marga’s sustainability commitment which translated

into budget allocation for Partnership Program for Rp 17.472

billon, Environment Development Program and public welfare

for Rp 17.2 billion.

Our respected Stakeholders,

pReSiDent DiReCtoR RepoRt (G4-1)

To continue to give our best performance, Jasa Marga always

attempts to innovate sustainably. The implementation of triple

bottom line concept becomes the Management of Jasa Marga’s

commitment in running their business strategy and work plans.

The balance of profit, people, and planet is always maintained

to show the Company good performance and its excellence as

market leader in the toll roads industry of Indonesia.









In 2016, related to the environment sustainability

improvement activit, the Company implemented the

application of LED for street lighting (PJU) in 5,768 points

as an effort to save electricity. In addition, to optimize the

implementation of environmental management program

and activity, the Company specifically allocated the costs of

environmental management. In 2016m the Company spent

Rp … billion for the costs of environmental management. Toll

roads forestation was performed as a mitigation effort over

the changes in environmental impact by planting 51,481 trees

around toll roads, such as mahogany, raintree, acacia, and

many more.

In community development sector, aong 2016 we had

implemented varioud initiatives and social activities such

as funding the Partnership Program or local economic

empowerment for Rp 17.472 billion, Environmental

Development Program for Rp 17.2 billion, toll road quality

improvement or Scrapping Filling Overlay (SFO) in all

operational areas of toll road section managed by

Jasa Marga for Rp 292.75 billion, and the allocation for

consuments Corporate Social Responsibility for Rp 292.75

billion.

The Company committed to carry out innovation and growth

sustainability through work units who are responsible for

social and environmental development work program. It

is also supported with the specially allocated budget to

promote various activities and programs in the field of

community development, occupational health and safey,

consument protection and education, as well as nature

preservation program.

Kegiatan penanaman pohon dan bersih 12 sungai di sekitar 9 cabang wilayah operasional jalan tol


GRi G4 Core index



Company Profile




The theme of Jasa Marga’s Sustainability Report this year, “Innovation Sustainability for

Sustainable Growth” portrays the Company’s spirit and commitment to contribute on national

economic development and growth by providing and managing reliable infrastructures

especially toll roads. The Company participated actively in supporting the Government

programs and infrastructure strategic projects to connect the centers and the local economy

distribution, so we will be able to achieve value-added economy and national equitable

development.

This Sustainability Report was written in accordance to Golbal Reporting Initiative (GRI)

Standard. The Company has been implementing this since 2012. This Sustainability Report is

an integral part of the Annual Report, in which both holistically reflects our vision, commitment,

and initiative to promote Jasa Marga to be modern corporation marked by good corporate

governance, enterprise risk management, and corporate social responsibility. We believe that

every effort we did will be able to promote public and market confidence.

Jasa Marga corporate sustainability is a gift that we should be thankful of and must be

maintained through the best effort to achieve brilliant performance growth. To achieve it,

commitment and solid teamwork between the management and the employees are required,

along the support from harmonious relationship between the Company and the Stakeholders.

On behalf of PT Jasa Marga (Persero) Tbk. Board of Directors

Desi arryani

President Director









This Sustainability Report was made in accordance to

reporting standardization of GRI G4 version. The topic and

content of this report are based on the consideration of

materiality principle which is important for all Stakeholders.

The information delivered thoroughly includes economic

performance, environment, and social.

This Sustainability Report specifically explains Jasa Marga

strategies and performance to assure the sustainability of both

business and the earth and its contents viewed from the Triple

Bottom Line (TBL) standpoint, which are: people, planet, and

profit. This report provides added value for the Stakeholders

and represents the serious effort made by Jasa Marga as our

commitment to maintain the business sustainability.

This Sustainability Report is the sixth year report made

by Jasa Marga using the Global Reporting Initiative (GRI)

about SuStainability RepoRt 2016

“ThIS reporT IS our CoMMITMenT To guaranTee buSIneSS SuSTaInabIlITy” (g4-22, g4-23, g4-28, g4-29, g4-30, g4-31)

standardization. This report is published to comply with Law

No. 40 2007 regarding Limited Liability Company which

requires Limited Liability Company to deliver the report ofsocial

and environmental responsibility (TJSL) in the Annual Report.

Furthermore, as a public company, to comply the Financial

Services Authority (OJK) requirements through the Decision

of the Chairman of Bapepam-LK. This specific delivery of

Sustainability Report is the Company’s commitment to always

provide added-value along with the Company’s Annual Report.

Periods of the report

Our commitment is to prepare and deliver the Sustainability

Report annually. Sustainability Report 2016 presents the

information with reporting period of January 1st 2016 until

December 31st 2016. The topic and its content are based

on the consideration of the principle of materiality which is


GRi G4 Core index



Company Profile




In expressing informations, we have marked every relevant

page as the indicator of suitability compliance on GRI

G4 Core standard. We hope it could help the readers to

find the information related to every indicator. Moreover,

this report equipped with list of GRI G4 Core Index as the

overall information guidelines.

Boundary

Data and information presented in this report cover three

performance indicator namely: economic performance,

environmental performance, and social performance.

For informations related to financial data cover the

financial data of consolidated subsidiaries. By the end

of 2016, Jasa Marga owned 22 subsidaries with majority

equity participation (controllers), as follows: PT Jalantol

Lingkarluar Jakarta (JLJ), PT Marga Sarana Jabar (MSJ), PT

Trans Marga Jateng (TMJ), PT Marga Kunciran Cengkareng

(MKC), PT Marga Trans Nusantara (MTN), PT Marga Lingkar

Jakarta (MLJ), PT Jasamarga Surabaya Mojokerto (JSM),

PT Transmarga Jatim Pasuruan (TJP), PT Jasamarga Bali

Tol (JBT), PT Jasamarga PandaanTol (JPT), PT Jasamarga

KualanamuTol (JMKT), PT Ngawi Kertosono Jaya (NKJ),

important for the Stakeholders. This report thoroughly discloses

information including economic performance, environment, and

social. [G4-28]

The information presented in this report can be used as the

foundation for all Stakeholders when making a decision involving

creditors, worker’s union, suppliers, customers, governments, and

other interested parties. This Sustainability Report also maintain

information continuity by using the previous year report to shows

the Company sustainable performance growth. Using this report,

the Stakeholders could assess on how far Jasa Marga has carried

out their social and environmental responsibility as mandated by

the applicable regulations and laws.

GrI G4Core Standard reference

In compiling this Sustainability Report, Jasa Marga refers to GRI

G4 standard. This Sustainability Report standard issued by Global

Reporting Initiative (GRI), provides two options for Sustainability

Report drafting criteria, those are G4 Core and G4 Comprehensive.

As in the previous year, this year Report is the second year using

the GRI G4 Core version, which express basic sustainability

information and useful for the Stakeholders in decision-making.

[G4-29][G4-30][G4-32]

Student Development Program at North Sulawesi









PT Solo Kertosono Jaya (SKJ), PT Cinere Serpong Jaya (CSJ),

PT Jasamarga Semarang Batang, PT Jasamarga Manado

Bitung, PT Jasamarga Balikpapan Samarinda, PT Jasamarga

Pandaan Malang,PT Jasamarga Jalan layang Cikampek, PT

Jasa Layanan Pemeliharaan (JLP), PT Jasamarga Properti

(JMP), dan PT Jasamarga Layananan PTJasamarga Layanan

Operasi (JLO). There are 19 Jasa Marga’s subsidiaries

engaged in the field of toll road management and another 3

(three) subsidiaries engaged in the field of maintenance, toll

road service, and property. [G4-17]

Meanwhile, the data and information regarding environmental

and social performance sourced from the joint of parent

company (head office and branch offices) and subsidiaries.

Reporting materials including qualitative and quantitative

data. There is no significant change in scope and boundary of

information disclosure in Sustainability Report compared to

the previous year report. Furthermore, there is no significant

effect from the presentation of previous year information on the

information disclosure format. [G4-22][G4-23]

Process of report Content Determination

To determine the report content, in accordance to GRI G4

Guidelines, Jasa Marga considered 4 (four) principles, namely:

1) Stakeholders Inclusiveness; 2) Materiality; 3) Sustainability

context; dan 4) Completeness.

In determining the report content, we heard and considered

the advices from the Stakeholders. We requested the

Stakeholders to determine the materiality level of the reported

issues and topic through a survey. This report contains only

the issues considered as material/important aspects, with

significant and far-reaching influence for the Stakeholders.

The report content was determined based on sustainable

consideration and only information with sustainability context

included in this report. Report content that comply with the

principals above must be supported with complete data in

accordance with the reporting scope and period such as the

GRI G4 Core standard.

The report content determination process went through 4

(four) steps, as illustrated in the Flow Chart of Report Content

Determination Process. First step, identify the material

aspects. Second step, make priority, namely assessing

several sustainability aspects to determine the priority aspect

to be reported. Third step, consider the supportive data

completeness of the reported information. Fourth step, review

based on the advices from Stakeholders to improve the next

year report. This process is illustrated as follow.

flow Chart of report Content Determination Process

Step 1IDEntIfICatIOn

Sustainability Context

Sustainability Context

Stakeholders Inclusiveness

Materiality

Stakeholders Inclusiveness

Completeness

Step 2PrIOrItY

Step 4rEVIEW

Step 3VaLIDatIOn


GRi G4 Core index



Company Profile




Determination of Materiality Level

Information disclosure in this Sustainability Report is based on materiality determination of material issues which concern

the Stakeholders in accordance to the Stakeholders inclusiveness principle. Stakeholders involved by advising and stating

their opinion on the material issues of the Company business management, performed therough Stakeholders survey

which consist of worker’s union, suppliers, road users, and the local communities. The representation of the survey on

materiality level of material issues disclosed in the report, is illustrated in the chart of materiality level below.

Chart of Materiality Level

Material for the Company

Low Medium High

Low

Med

ium

Hig

h

Mat

eria

l for

the

Sta

keho

lder

s

Reception of State Finance

Road Users Comfort

Community Development

Occupational Health & Safety

Employees Health

Human Right

Energy Efficiency

Quality of Service

Education and Training

Partner Suppliers

Community Economic Empowerment

Employees Welfare

Determination of Material aspects and Boundary

The process of determining the material aspects and boundary, which is the content of this report, is based on the

issues with significant effect to Jasa Marga and its Subsidiaries. The mechanism of material aspects determination

involved Jasa Marga employees from various work units through G4 workshop which was held on November 8th-10th

2016. The workshop participants were data contributors for Sustainability Report 2016. The workshop resulted on a list

of material aspects and the boundary of Sustainability Report 2016, as follow: [G4-19][G4-20][G4-21]









External assurance

Jasa Marga keeps trying to improve the quality of

Sustainability Report from year to year. To support

it, we are always open for advice and input from

every party both Shareholders and Stakeholders.

As for the Sustainability Report 2016, the Company

has not assigned an independent assuror to do the

assurance service for the report due to insufficient

time. To assure the reliability of the sustainability

data, we are planning to assign independent

external assuror to do the assurance of sustainability

data starting from the next year reporting period. [G4-33]

Contact address [G4-31]

As an effort to improve the Sustainability Report on the coming

period, advice and feedback on this report could be delivered to Jasa

Marga through the following contacts.

COMPanY COntaCt

Mohammad Sofyan


head Office

Plaza Tol Taman Mini Indonesia Indah,

Jakarta 13550, Indonesia

Telepon : +6221 841 3630, 841 3526

Faksimili : +6221 841 3540

webiste : www.jasamarga.com

e-mail : [email protected]

[email protected]

aspectBoundary

Internal Company External CompanyJasa Marga Subsidiaries

Economic CategoryEconomic PerformanceMarket PresenceEconomic ImpactEnvironmental CategoryEnergyEmission

Social CategoryEmploymentOccupational Health and SafetyTraining and EducationDiversity and Equal OpportunityAssessment of Suppliers Labor PracticesFreedom of Associatio and Collective Labor Agreement (PKB)Assessment of Suppliers Human RightsLocal CommunitiesAnti CorruptionProduct and Service Labeling

Subsidiaries

External Company

Jasa Marga

tran

spor

tation Cleaning Service

Param

edicSecurity

Subsidiaries


GRi G4 Core index



Company Profile












Company pRoFile


GRi G4 Core index



Company Profile




Head Office of PT Jasa Marga (Persero)Tbk.









Jasa Marga Brief Profile

PT Jasa Marga (Persero) Tbk or Jasa Marga is a State-

Owned Enterprises (SOEs) which is engaged in the

management, maintenance and procurement of the toll

road network, its headquarters is in Plaza Tol Taman Mini

Indonesia Indah, Jakarta. Jasa Marga was established in

1978 by certificate No. 1 dated March 1, 1978, with the

name, “PT Jasa Marga (Indonesia Highway Corporation)”, as

amended by certificate No. 187 dated May 19, 1981 and the

Company’s name was changed to “PT

Jasa Marga (Persero) “, both made before Kartini Muljadi,

SH., who was at the time of the Notary in Jakarta. [

G4-3][G4-5]

Based on the decision of the Extraordinary General Meeting

of Shareholders on September 12, 2007 on changes to the

Articles of Association of the Company in the framework of

Initial Public Offering, including the increase in authorized

capital, the capital was issued and fully paid, change in par

value and classification of share, changes in the Company’s

status from private to public company, and the change of

the name of the company into a Limited Liability company

(Persero) PT Jasa Marga (Indonesia Highway Corporatama)

Tbk or PT Jasa Marga (Persero) Tbk. Decisions regarding

changes in the Articles of Association is stated in the

Certificate No. 27 dated 12 September 2007 from Notary

Ny. Poerbaningsih Adi Warsito, SH. The certificate had

been approved by the Minister of Law and Human Rights of

the Republic of Indonesia through Decree No. W7-10487

HT.01.04 TH.2007 September 21, 2007.

On November 1, 2007, the Company obtained an effective

statement from the Capital Market Supervisory Agency

and Financial Institution (Bapepam-LK), latet became the

Financial Services Authority of Indonesia, through its letter

No. S-5526 / BL / 2007 for the initial public offering of

shares as many as 2,040,000,000 under the name of Series

B shares with a nominal value of Rp500 (full Rupiah) per

share from the share in deposits (portfolio) of the Company

to the public, with the offering price of Rp1,700 (full rupiah)

per share through capital market and listed on the Jakarta

and Surabaya stock Exchange (subsequently merged and

became the Indonesia stock Exchange). The statute of the

Company changed several times with the latest changes

covered by notarial certificate by Ir. Nanette Cahyanie

Handari Adi Warsito SH, No. 61 dated March 26, 2015,

regarding changes in the Articles of Association to comply

with the regulations of the Financial Services Authority

Indonesia. The certificate had been approved by the Ministry

of Justice and Human Rights of the Republic of Indonesia in

Decree No. AHU-AH.01.03-0019825 dated March 27, 2015.

Based on Article 3 of the statute, the purpose and objectives

of the Company are participating in implementing and

supporting policies and programs of the Government in the

economic and national development in general, especially

in the field of toll road concession including its supporting

facilities by applying the principles of limited company. To

achieve the objectives, the Company is implementing the

following main business activities:

1. Perform technical planning, construction, operation and /

or maintenance of toll roads.

2. Acquiring the land in toll road area (Rumijatol) and the

Rumijatol border area for rest area and service, along with

facilities and other businesses.

Those business activities are conducted by the Company

through the process of planning, building, operating and

maintaining the toll roads as well as its means of apparatus

so that toll road can serve as a traffic free road that would

give higher benefits than public non-toll roads.

Based on the Statute, in addition to the main business

activities, the Company has also supporting business

activities, namely: [G4-4]Area of property development in the area adjacent to the toll

road corridors.

2. Area of service development to businesses related to

modes / means of transportation, distribution of liquid /

solid / gas material , networking as means of information,

technology and communication, related to toll road

corridors.

3. Area of services and trading for construction,

maintenance and operation service of toll roads.


GRi G4 Core index



Company Profile




To date, Jasa Marga operates 16 toll roads managed by nine (9) branch offices and 7 (seven) subsidiaries. with details

as follows:

Work Unit toll roads Length (km)

Cabang Jagorawi Jakarta - Bogor- Ciawi 59.00

Cabang Jakarta - Tangerang Jakarta - Tangerang 33.00

Cabang Cawang - Tomang - Cengkareng Cawang - Tomang - Pluit dan Prof. Dr. Ir. Sedyatmo 23.55 dan 14.30

Cabang Surabaya - Gempol Surabaya - Gempol 49.00

Cabang Jakarta - Cikampek Jakarta - Cikampek 83.00

Cabang Purbaleunyi Cikampek - Padalarang dan Padalarang - Cileunyi 58.50 dan 64.40

Cabang Semarang Semarang Section A B C 24.75

Cabang Belmera Belawan - Medan - Tanjung Morawa 42.70

Cabang Palikanci Palimanan - Kanci 26.30

Unit Kerja Kantor Pusat Ruas Lingkar Luar Jakarta (JORR) 34.27

Meanwhile, the subsidiaries PT Jasa Marga (Persero) Tbk are presented in the following table:

table of Subsidiaries Pt Jasa Marga (per 31 December 2016)

no. name of Entity Shareholding Business Sector Status*

1 PT Jalantol Lingkarluar Jakarta

• Jasa Marga: 99.9%• Inkopkar Jasa Marga: 0.1%

Operating Jakarta Outer Ring Road

In operation

2 PT Marga Sarana Jabar • Jasa Marga: 55%• PT CMNP Tbk: 30.00%• PT Jasa Sarana: 15.00%

Operating BogorOuter Ring Road

In operation

3 PT Trans Marga Jateng • Jasa Marga: 73.9%• PT Sarana Pembangunan Jawa Tengah:

1.09%• PT Astratel Nusantara: 25.00%

Operating Semarang-Solo Toll Road

In operation

4 PT Jasamarga Kunciran Cengkareng

• Jasa Marga: 76.2%• CMS WIL: 21.00%• PT Wijaya Karya: 2.10%• PT Nindya Karya: 0.28%• PT Istaka Karya: 0.42%

Operating Cengkareng-Kunciran Toll Road

Not In operation

5 PT Marga Trans Nusantara

• Jasa Marga: 60%• PT Astratel Nusantara: 30.00%• PT Transumata Arya Sejahtera: 10.00%

Operating Kunciran-Serpong Toll Road

Not In operation

6 PT Marga Lingkar Jakarta

• Jasa Marga: 65%• PT Jakarta Marga Jaya: 35.00%

Pengusahaan Jalan Tol JORR W2 Utara

In operation

7 PT Jasamarga Surabaya Mojokerto

• Jasa Marga: 55%• Moeladi Grup: 25.00%• PT Wijaya Karya: 20.00%

Operating Surabaya-Mojokerto Toll Road

In operation

8 PT Transmarga Jatim Pasuruan

• Jasa Marga: 98.8%• PT Jatim Marga Utama: 1.19%

Operating Gempol-Pasuruan Toll Road

Not In operation

9 PT Jasamarga Pandaan Tol

• Jasa Marga: 92.2%• PT Jalan Tol Kab. Pasuruan: 7.80%

Operating Gempol-Pandaan Toll Road

In operation










13 PT Ngawi Kertosono Jaya

• Jasa Marga: 60%• PT Waskita Toll Road: 40.00%• PT Ferindo Putra: 1 lembar saham

Operating Ngawi-Kertosono Toll Road

Not In operation

14 PT Cinere Serpong Jaya • Jasa Marga: 55%• PT Waskita Toll Road: 35.00%• PT Jakarta Propertindo: 10.00%

Operating Cinere-Serpong Toll Road

Not In operation

15 PT Jasamarga Semarang Batang

• Jasa Marga: 60%• PT Waskita Toll Road: 40.00%

Operating Batang-Semarang Toll Road

Not In operation

16 PT Jasamarga Balikpapan Samarinda

• Jasa Marga: 55%• PT Wijaya Karya: 15.00%• PT Pembangunan Perumahan: 15.00%• PT Bangun Tjipta Sarana: 15.00%

Operating Toll RoadBalikpapan-Samarinda

Not In operation

17 PT Jasamarga Manado Bitung

• Jasa Marga: 65%• PT Wijaya Karya: 20.00%• PT Pembangunan Perumahan: 15.00%

Operating Manado-Bitung Toll Road

Not In operation

18 PT Jasamarga Pandaan Malang

• Jasa Marga: 60%• PT Pembangunan Perumahan: 35.00%• PT Sarana Multi Infrastruktur: 5.00%

Operating Pandaan-Malang Toll Road

Not In operation

19 PT Jasamarga Jalanlayang Cikampek

• Jasa Marga: 80%• PT Ranggi Sugiron Perkasa: 20%

Operating Toll Jakarta-Cikampek II Elevated Road

Not In operation

20 PT Jasa Layanan Pemeliharaan

• Jasa Marga: 99.7%• Inkopkar Jasa Marga: 0.3%

Construction serviceToll road maintenanceToll road vehicle rent

In operation

21 PT Jasamarga Properti • Jasa Marga: 99.8%• Inkopkar Jasa Marga: 0.2%

Property Business Development Operation as well as Trade and Services

In operation

22 PT Jasa Layanan Operasi • Jasa Marga: 99.9%• Inkopkar Jasa Marga: 0.1%

Toll road Service Operations In operation

Description:*) Status is a status of toll road operation for the field of toll road business and the status of the other services / businesses for non-toll road.

Besides, the Company also take other steps as follows:

Branch Office Business type

Rest Area and Business Unit * the Rest Area and Business Unit * Managing rest area on the toll road and Gas stationJasa Marga Development Center Organizer of training and human resources development*) in January 2016, it was liquidated and transferred to PT Jasa Marga Properti (JMP. its subsidiaries)


10 PT Jasamarga Bali Tol • Jasa Marga: 55%• PT Angkasa Pura I : 8.00%• PT Pelindo III: 17.58%• PT Pengembangan Pariwisata Bali: 1.00%• PT Adhi Karya: 1.00%• PT Hutama Karya: 1.00%• Pemerintah Provinsi Bali: 8.01%• Pemerintah Kabupaten Badung: 8.01%• PT Wijaya Karya: 0.40%

Operating NusaDua-Ngurah Rai-Benoa Toll Road

In operation

11 PT Jasa Marga Kualanamu Tol

• Jasa Marga: 55%• PT Waskita Karya: 15.00%• PT Pembangunan Perumahan: 15.00%• PT Waskita Toll Road: 15.00%

Operating Medan-Kualanamu-TebingTinggi Toll Road

Not In operation

12 PT Solo Ngawi Jaya • Jasa Marga: 60%• PT Waskita Toll Road: 40.00%• PT Ferindo Putra: 1 lembar saham

Operating Solo-Ngawi Toll Road

Not In operation


GRi G4 Core index



Company Profile




In addition to the toll road business, the Company also performs several other business activities to synergize and maximize

the development of assets owned by the Company. The business activities are strengthened by setting up three subsidiary

companies namely PT Jasa Layanan Pemeliharaan (JLP) - formerly PT Marga Sarana Utama – the company established in

1988 and acquired since 2010 is engaged in construction, trade and vehicle rental; PT Jasamarga Properti was established

in 2013 and is engaged in the development, trade and property-related services; and PT Jasa Layanan Operasi which was

established in 2015 and is engaged in the operation of the toll road service.

Based on types of business being conducted, the Company’s revenues are from transactions of vehicles passing through the

toll road (toll revenues) and other revenues consist of land lease, advertising revenue, the rest area and services of toll road

operations of the other party as well as the maintenance services.

tOLL rOaD Of JaSa MarGa (G4-8)









Concessions owned by the Company [G4-4]Sections of toll roads owned by Jasa Marga have concession periods range between 35 to 45 years. A total of 26 toll roads

operated by Jasa Marga has a 40-year concession started since 2005 (except JORR Section S). Thus, until the end of 2016,

the Company still has long term concessions.

Until by the end of 2016, and the concession status of the toll road sections of the Company is as follows:

table on concessions owned Jasa Marga (December 31, 2016)

Concession OperatorLength

(km)

Year of theConcession

Initiation

Concession Period(year)

the signing ofPPJt

(dd-month-year)Status

1. Jagorawi (Jakarta-Bogor-Ciawi)

Cabang Jagorawi 59.00 2005 40 07-07-2006 In operation since 1978

2. Jakarta-Tangerang

Cabang Jakarta-Tangerang

33.00 2005 40 07-07-2006 In operation since 1984

3. Prof. Dr. Ir. Sedyatmo

Cabang Cawang-Tomang-Cengkareng


4. Jakarta Inner Ring Road (JIRR)

Cabang Cawang-Tomang-Cengkareng


5. Jakarta-Cikampek

Cabang Jakarta-Cikampek


6. Padaleunyi (Padalarang-Cileunyi)

Cabang Purbaleunyi


7. Cipularang (Cikampek-Purwakarta-Padalarang)

Cabang Purbaleunyi


8. Palikanci (Palimanan-Kanci)

Cabang Palikanci 26.30 2005 40 07-07-2006 In operation since 1998

9. Semarang Cabang Semarang 24.75 2005 40 07-07-2006 In operation since 198310. Surabaya-

GempolCabang Surabaya-Gempol


11. Belmera (Belawan-Medan-Tanjung Morawa)

Cabang Belmera 42.70 2005 40 07-07-2006 In operation since 1986

12. Jakarta Outer Ring Road (JORR) *)

PT Jalantol Lingkarluar Jakarta


13. Ulujami-Pondok Aren

PT Jalantol Lingkarluar Jakarta


14. Bogor Outer Ring Road (BORR)

PT Marga Sarana Jabar

11 2009 45 29-05-2006 In operation since 2009• 23 November 2009: 1 Sentul Selatan-Kedung Halang Section (3,8 km)• 04 Juni 2014: 2A

Kedung Halang-Kedung Badak Section (2,0 km)

15. JORR W2 Utara PT Marga Lingkar Jakarta

7.7 2005 40 07-06-2006 Fully operation since 22July, 2014

16. Cengkareng-Kunciran

PT Marga Kunciran Cengkareng

14.19 -(konstruksi belum dimulai)

35 02-03-2009 Land acquisition


GRi G4 Core index



Company Profile




Concession OperatorLength

(km)

Year of theConcession

Initiation

Concession Period(year)

the signing ofPPJt

(dd-month-year)Status

17. Kunciran-Serpong

PT Marga Trans Nusantara

11.10 -(konstruksi belum dimulai)

35 22-09-2008 Land acquisition

18. Semarang-Solo PT Trans Marga Jateng

72.64 2010 45 15-12-2006 In operation since 2011• 12 November 2011:

Phase I Section 1 Semarang-Ungaran (10,8 km)

• 04 April 2014: Phase I Section 2 Ungaran-Bawen (12,3 km)

19. Surabaya-Mojokerto

PT Marga Nujyasumo Agung

36.27 2007 42 06-04-2006 In operation since 2011• 05 September, 2011:

Section 1A Waru-(2,0 km)

• Section 1B the length-WRR, Section 2 WRR-Driyorejo, Section 3 Driyorejo-Krian and Section 4 Krian-Mojokerto: land acquisition and construction

20. Gempol-Pasuruan

PT Transmarga Jatim Pasuruan

34.15 2013 45 29-05-2006 Land acquisition and construction

21. Gempol-Pandaan

PT Jasamarga Pandaan Tol

13.61 2012 37 19-12-2006 Fully operation since June2015

22. Nusa Dua-Ngurah Rai-Benoa

PT Jasamarga Bali Tol

10.00 2012 45 16-12-2011 Fully operation sinceOctober 2013

23. Medan-Kualanamu-Tebing Tinggi

PT Jasa Marga Kualanamu Tol

61.7 2014 40 05-01-2015 Land acquisition and construction

24. Solo-Ngawi PT Solo Ngawi Jaya

90.1 - 35 28-06-2011 Land acquisition and construction

25. Ngawi-Kertosono

PT Ngawi Kertosono Jaya

87.00 - 35 28-06-2011 Land acquisition and construction

26. Cinere-Serpong PT Cinere Serpong Jaya

10.14 - 35 28-06-2011 Land acquisition

27. Batang-Semarang

PT Jasamarga Semarang Batang

75

28. Balikpapan-Samarinda

PT Jasamarga Balikpapan Samarinda

99.35 40 09-06-2016 Land acquisition construction dam

29. Manado-Bitung PT Jasamarga Manado Bitung

39.9 40 09-06-2016 Land acquisition

30. Pandaan-Malang PT Jasamarga Pandaan Malang


31. Jakarta-Cikampek II Elevated

PT JasamargaJalanlayangCikampek


Description:*) Not Including JORR Section S.









Organizational Scale (G4-9)

Jasa Marga operates in Sumatra, Java, and Bali, with the support of about 4,561 employees. Here is a scale of Jasa Marga

organization from the aspects of Human Resources, Finance, and Service Product.

Scale of Jasa Marga Organisation [G4-9]

Descriptionreporting Period

2015 2016

Number of employees (persons) 4,561 4,447

Operating revenues ( (Rp billion) 9,848 16,661

Assets 36,725 53,500

Liabilities 24,356 37,161

Equity 12,368 16,339

the quantity of product services (KM)

north Sumatera

Jalan Tol Belmera 42.7 42.7

Jalan Tol Medan - Kualanamu - Tebing Tinggi 0 dari 61,7 0 dari 61,7

Jakarta and surrouding. plus West Java

Jalan Tol Jagorawi 59 59

Jalan Tol Jakarta–Cikampek 83 83

Jalan Tol Jakarta–Tangerang 33 33

Jalan Tol Purbaleunyi 122.9 122.9

Jalan Tol Ulujami–Pondok Aren 5.55 5.55

Jalan Tol Dalam Kota Jakarta 23.55 23.55

Jalan Tol Prof. Dr. Ir Sedyatmo 14.3 14.3

Jalan Tol JORR 35.27 43

Jalan Tol Palikanci 26.3 26.3

Jalan Tol Bogor Outer Ring Road 5.8 to 11 5.8 to 11

Jalan Tol Cengkareng–Kunciran* 0 to 14.2 0 to 14.2

Jalan Tol Kunciran–Serpong * 0 to 11.2 0 to 11.2

Jalan Tol JORR W2 North 7.67 7.67

Jalan Tol Cinere Serpong 0 to 10.2 0 to 10.2

Jalan Tol Jakarta Cikampek Elevated - 0 to 36.4

Central Java

Jalan Tol Semarang 24.75 24.75

Jalan Tol Semarang - Batang - 0 to 75

Jalan Tol Semarang–Solo 23.1 to 72.6 23.1 to 72.6

Jalan Tol Solo - Ngawi 0 to 90.1 0 to 90.1


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Company Profile




Descriptionreporting Period

2015 2016

East Java

Jalan Tol Surabaya Gempol 49 dari 49 49 dari 49

Jalan Tol Gempol–Pasuruan* 0 dari 34,15 0 dari 34,15

Jalan Tol Surabaya–Mojokerto 2,3 dari 36,3 20,7 dari 36,3

Jalan Tol Gempol–Pandaan 13,61 13,61

Jalan Tol Ngawi - Kertosono 0 dari 87,0 0 dari 87,0

Jalan Tol Pandaan - Malang - 0 dari 37,62

Bali

Jalan Tol Nusa Dua–Ngurah Rai–Benoa 10 10

Sulawesi

Jalan Tol Manado - Bitung - 0 dari 39,9

Kalimantan

Jalan Tol Balikpapan - Samarinda - 0 dari 99,35

Significant Changes [G4-13]

Some of the events in 2016 resulted in significant changes on the operations of Jasa Marga or Subsidiary. These

significant changes include:

1. replacement of BOC and BOD

Based on th General Meeting of Shareholders (AGM) dated August 29, 2016, the determination of the composition of

the Board of Directors and the Board of Commissioners as follows:

Members of the Company’s Board of Directors

1. Sdri. Desy Arryani as President Director2. Sdri. Anggiasari as Finance Director / Independent3. Sdr. Muh Najib Fauzan as Director of Operation I4. Sdr. Subakti Syukur as Director of Operation II5. Sdr. Hasanudin as Director of Development6. Sdr. Christantio Prihambodo as Director of HR and General

Members of the Board of Commissioners

1. Sdr. Refly Harun as Chief Commissioner / Independent Commissioner

2. Sdr. Sigit Widyawan as Independent Commissioner

3.Sdr. Boediarso Teguh Widodo

as Commissioner

4. Sdr. Taufik Widjojono as Commissioner

5.Sdr. Muhammad Sapta Murti

as Commissioner

6. Sdr. Agus Suharyono as Commissioner









Composition of Share Ownership [G4-13]

To support Jasa expansion and growth, in 2007, Jasa Marga released 30% of its shares to the public. It is listed on the

Indonesia Stock Exchange with stock code: JSMR. Here’s Overview Shares Ownership Composition as of December 31 2016.

Jasa Marga Organizational Chart

Based on Board of Directors Decree No. 156KPTS / 2016 dated September 29, 2016

COrPOratEPLannInG DIVISIOn

tOLLrOaD BUSInESSDEVELOPMEnt

DIVISIOn

InfOrMatIOntEChnOLOGY

DIVISIOn

COrPOratE SECrEtarY

fInanCE anDaCCOUntInG

DIVISIOn

BUSInESSDEVELOPMEnt related DIVISIOn

BUSInESSManaGEMEnt

DIVISIOn

IntErnaL aUDIt

LEGaL anDCOMPLIanCE

DIVISIOn

rISKanD QUaLItYManaGEMEnt

DIVISIOn

hIGhWaYEnGInEErInGPLannInG &

DEVELOPMEntDIVISIOn

tOLL rOaD SUBSIDIarIES COMPanIES

nOn tOLL rOaD SUBSIDIarIES COMPanIES

fInanCE DIrECtOr

DEVELOPMEntDIrECtOr

PrESIDEnt DIrECtOr

OPEratIOnDIrECtOr I


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Company Profile




table on JSMr Shareholding Composition per December 31 2016 as of 31 December 2016

Descriptionnumber of

Ownernumber of Shares

(sheet)Composition

(%)State/RepublicofIndonesia 1 5,080,509,840 70Public 2,177,361,360 30

national investorsIndonesian Individual 15.003 282,532,460 4,178Limited Liability Company 87 243,839,281 3,359Insurance 74 202,068,720 2,784Foundation 23 12,207,959 0,168Cooperative 3 715,890 0,009Hedge Fund 176 187,545,045 2,584

foreign InvestorsForeign Individual 92 3,782,436 0,052Foreign Enterprises 573 1,118,914,620 15,416

total 15.992 7,257,871,200 100

hUMan CaPItaL StratEGY &

POLICY DIVISIOn

OPEratIOnManaGEMEnt

DIVISIOn

hUMan CaPItaL SErVICES DIVISIOn

MaIntEnanCE DIVISIOn

JaSa MarGa DEVELOPMEnt CEntEr UnIt

COMMUnItY DEVELOPMEnt PrOGraM UnIt

GEnEraL affaIr

DIVISIOn

BranChOffICES

OPEratIOnDIrECtOr II

hUMan CaPItaL & GEnEraL DIrECtOr









tHe Company ViSion, miSSion, anD ValueS

Formulating the Vision, Mission, and Values of the Company required the involvement of all

stakeholders, among others: the Board of Commissioners, Directors and employees, and considering

the interests of stakeholders.

The Vision, Missions, and Values of the Company have been approved by the Board of Commissioners

and Board of Directors through Decree No. 50 / KPTS / 2013 dated March 1, 2013 on the Vision,

Mission and Values of the Company.

Jasa Marga Vision

Year 2017 VisionTo become Indonesia’s Toll Road Leading Developer and Operator.

Year 2022 VisionTo become One Of Leading Companies in Indonesia.

The Explanation of the Vision:

The Definitions of Leading Company are as follows:

• Having a relatively high financial soundness in the

industry and contributingalong-term investment value

• Being a market leader in its industry

• Always innovating to have the excellent quality of

product and service, through constant innovation

• Has a social responsibility to the community and

environment

• Has an excellent management company

• Being a role model in the management of human

capital for other companies

• Becoming a choice utuk career for talented people

• careers for talented people

In the formulation of Company’s mission, the company’s

reason for being, Company’s fundamental purpose

and communicate the value of the Company were re-

evaluated.

Mission1. Realising Accelerated Tol Road Development.

2. Providing Efficient and Reliable Toll Road.

3. Increasing the Smoothness of Goods and Service

Distribution.

The Mission Explanation:

The Company is aware of its presence in its business

activities as a developer and operator of toll roads, it has

the task to realize the acceleration of the construction of

the toll road to support the economic growth program

launched by the Government. In addition, the Company

also understands that the existence of toll roads

managed by the Company should provide benefits for

road users requiring efficient and reliable toll roads and

requires smooth distribution of goods and services.


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Company Profile




the Company’s Value & Culture [G4-56]

Jasa Marga has composed the Company’s Value & Culture which becomes the guiding principles in behaviour and decision making. The Value & Culture was established on the basis of four acknowledged and developed core values, namely Honest, Spry, Qualified, and Respect.

hOnESt

Jasa Marga is always HONEST, fair, transparent, and free

from conflict of interest in implementing its activities.

SPrY

Jasa Marga is SPRY in serving customers and other

stakeholders by giving concern and being proactive as well

as promoting carefulness.

QUaLIfIED

Jasa Marga is QUALIFIED in working based on competency,

consistency, and innovation.

rESPECt

Jasa Marga RESPECTS sakeholders in synergy to make

achievements.









innoVation in manaGinG


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Company Profile




General Meeting of Shareholders PT Jasa Marga (Persero) Tbk Year 2016









Implementation of superior and consistent Good Corporate

Governance / GCG is a necessity in achieving sustainable

growth performance. The implementation of GCG can

improve the performance of Jasa Marga, which can optimize

the share value in the long term, with due regard to the whole

stakeholders.

Jasa Marga understands the GCG implementation with a

broad perspective as a support system performance and

compliance aspects of compliance with various laws and

regulations. Furthermore, Jasa Marga is aware that it is

implemented into a culture which is business with ethics.

The development of GCG in the Company conforms and

adapts to changes in legislation and best practices on

corporate governance. In order to implement the principles

of good corporate governance, Jasa Marga guided by the

Regulation of the Minister of State Enterprises No.Per-01

/ MBU / 2011 dated 01 August 2011 regarding the

Implementation of Good Governance in SOEs, with the last

changes in the Regulation of the Minister of State Enterprises

No. PER-09 / MBU / 2012, stating that, “SOEs are required

to implement the company’s operations by adhering to the

principles of GCG transparency, accountability, responsibility,

independence and fairness”. Jasa Marga continues to make

various efforts and initiatives on GCG implementation,

whether independently and assisted by independent parties

in achieving corporate sustainable governance.

POLICY On GOVErnanCE

To realize a company with growth and high competitiveness,

Jasa Marga has established policies and structure of

corporate governance (GCG) with respect principles GCG’s

rules and regulations. Jasa Marga is fully committed and

consistently enforce the implementation of GCG with

reference to some formal rules which form the basis for the

Company in the implementation of GCG.

That commitment is reflected in the policies / internal

guidelines related to the implementation of GCG through the

Board’s decision, among others: Guidelines of Corporate

Governance , Code of Conduct, Guidelines of Conflict of

Interest, Whistleblowing System Guidelines, Guidelines for

Handling Gratification, Board of Commissioners and Board

of Directors Manual, Distribution of Duties and Powers of

the Board of Directors, the Board of Directors Meeting of the

Implementation Guidelines and other policies.

articles of association

Board Manual

Code of Conduct

Other policies

Guidelines to Conflict of Interest

Standard Operational Procedures

Guidelines of Corporate Governance

Guidelines for handling Gratification

Guidelines for Whistleblowing System


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Company Profile




In order to support the effective implementation of GCG,

the Company continued to socialize and internalize various

GCG policy properly to all Jasa Marga employees and

stakeholders. This effort is made to ensure that all Jasa

Marga employees and stakeholders are able to realize GCG

as the culture in daily practice.

InnOVatIOn In thE IMPLEMEntatIOn Of GOVErnanCE

the Structure of Governance [G4-34]With the reference to Law No. 40 of 2007 on Limited

Liability Companies, Article 1, the governance structure

of Jasa Marga dictates the main organs of the Company

consisting of a General Meeting of Shareholders (AGM),

the Board of Commissioners and Directors and Supporting

Organ including the Committees under the Board of

Commissioners.

Thus, the governance structure of Jasa Marga consists of:

• General Meeting of Shareholders, hereinafter called the

AGM is Company’s Organ with greater authority that the

Board of Directors or Board of Commissioners dont have

within the limits prescribed by law and / or the Articles of

Association.

• The Board of Commissioners is company’s organ in

charge of the general and / or special supervision

accordance with the Statutes as well as advising the

Board of Directors, ensuring compliance with all laws and

regulations, and supervises the implementation of GCG in

the Company.

• the Board of Directors is the organ of the Company

authorized and fully responsible for the management

of the Company for the benefit of the Company, in

accordance with the purposes and objectives of the

Company and represent the Company, both in and out of

court in accordance with the Statutes of Jasa Marga.

The complete Governance Structure of Jasa Marga,

especially in the application of corporate governance

principles, is as follows:

Corporate Secretary

Risk andQuality

Management Division

Internal Audit

Legal andCompliance

Division

ComplianceGCG

and Capital Markets

RiskManagement

• Compliance peraturan perundang undangan

• Ketenagakerjaan• Kontrak

InvestorRelations

Audit Committee

Nomination, Remuneration and

Business Risk Committee

Board of Directors

Board of Commissioner

General Meeting of Shareholders









PT Jasa Marga (Persero) Tbk. currently possesses and

uses the Jasa Marga Integrated Risk Management Sytem

(Jasa Marga Sistem Manajemen Aplikasi Risiko Terintegrasi

– JM SmART) application as a medium for supporting risk

management administrative activities, starting from drafting

RPR, monitoring, and other relevant activities. This way, risk

management becomes more efficient because all data is

stored in database form, which conveniences and speeds up

the reporting process.

This web-based application is to improve effectiveness

Risk Management for Risk-based RKAP since RKAP year

2014 for the realization of integrated risk management. This

application generates the following positive impacts:

a. Work Units can see their respective Greatest Risk each

RKAP year using the application in real time

b. Work Units gets direction for finding and recognizing the

priority of the risks that must be managed, i.e. Work Unit

Greatest Risks.

c. Improve effectiveness and efficiency in providing for the

Company’s Corporate Greatest Risk by Risk and Quality

Management Division to the Board of Directors and

relevant Work Units in real time.

d. Can easily and quickly update the Company’s Greatest

Risk in real time because it is already application-based.

e. All Work Units that has the risk, the Board of Directors,

and Internal Audit can help monitor and update the risks,

especially the Company’s Greatest Risks, accurately

through the application.

POSItIOn GMS, BOarD Of COMMISSIOnErS, anD

BOarD Of DIrECtOrS

The General Meeting of Shareholders (GMS), whether Annual

GMS or Extraordinary GMS, is the highest-ranking organ in

the Company’s governance. It has authority not granted to

the Board of Directors or Board of Commissioners within the

limits stipulated in the Articles of Association and applicable

rules and regulations. The authority includes the authority to

require accountability from the Board of Directors and Board

of Commissioners relating with the Company’s management,

changing the Articles of Association, appoint and dismiss the

Board of Directors and Board of Commissioners, etc.

GMS is also a forum for Shareholders in using its rights and

authority to the Company’s management.

In executing its authority, GMS cares for the interests of

the Company’s development and health, the interests of

stakeholders, and the Company’s rights.

GMS is held as follows:

• Annual General Meeting of Shareholders

This is a General Meeting of Shareholders held every

Financial Year at the latest 6 (six) months after the

Company’s previous Financial Year ends.

• Extraordinary General Meeting of Shareholders

This is a General Meeting of Shareholders that can be

held at any time according to the needs or interests of

the Company to discuss and decide a General Meeting

of Shareholders Agenda, except the General Meeting of

Shareholders Agenda meant in Article 20 Paragraph 2

letter a, b, c, and d, by noting the rules and regulations

and the Company’s Articles of Association.

Throughout 2016, Jasa Marga has held 2 (two) GMS, i.e.

Annual GMS Financial Year 2015 on 30th of March 2016 and

Extraordinary GMS on 29th of August 2016. These GMS

were held after having gone through the preparation and

execution process in accordance with Law No. 40 year 2007

concerning Limited Liability Company, Articles 81, 82, and

83, and the Decree of the Chairman of Bapepam-LK No.

Kep-60/PM/1996 concerning the Planning and Execution

of GMS. The above planning and execution of GMS were

expressed in a letter of the Company delivered to Bapepam-

LK, and the publication of the Notice, Summons, and

Announcement of the Results of Annual GMS each in 2 (two)

Indonesian-language newspapers with national distribution

and the Company’s website in Indonesian and English.


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Company Profile




GMS is attended by the members of the Board of

Commissioners (wherein one of these members is the Audit

Committee Chairman), members of the Board of Directors,

Bi-colour A-series Shareholders, and other Shareholders who

jointly represent at least 2⁄3 (two thirds) of all shares with valid

voting rights issued by the Company for Decision-making

of Amendments to the Articles of Association according to

the provisions of Article 27 Paragraph 1 of the Company’s

Articles of Association.

BOarD Of COMMISSIOnErS

The Board of Commissioners is the Company’s organ

collectively responsible for monitoring and advising the Board

of Directors, and for ensuring that Jasa Marga executes GCG

in all levels or ranks organization. In support of the execution

of its duties, the Board of Commissioners is assisted by the

Audit Committee and Nominations, Remunerations, and Risk

Committee.

Board of Commissioners’ Accountability to GMS is the

accountability for the monitoring and advising on the

Company’s management executed by the Board of Directors

when applying the principles of Good Corporate Governance

(GCG).

In discharging its duties and obligations, the Board of

Commissioners refers to the provisions of the Board Manual

for Commissioner Members of PT Jasa Marga (Persero)

Tbk., Chapter II concerning the Board of Commissioners as

follows:

1. Duties of the Board of Commissioners

2. Obligations of the Board of Commissioners

3. Authority of the Board of Commissioners

4. Rights of the Board of Commissioners

5. Requirements of the Board of Commissioners

6. Membership of Board of Commissioners

7. Independent Commissioner

8. Committees of the Board of Commissioners

9. Secretary of the Board of Commissioners

10. Capability Recognition and Building Program

11. Professional Ethics of the Board of Commissioners

12. Meetings of the Board of Commissioners

13. Monitoring Function of the Board of Commissioners

14. Performance and Reporting of the Board of

Commissioners

The delegation of Commissioner Members’ duties as

stipulated in the Decree of the Board of Commissioners PT

Jasa Marga (Persero) concerning the Duties of the Board of

Commissioners is as follows:

1. Monitoring the Company’s management policies

executed by the Board of Directors and advising the

Board of Directors in running the Company, including

the Company’s Long-term Plans (Rencana Jangka

Panjang Perusahaan – RJPP), executing the Company’s

Work and Budget Plans (Rencana Kerja dan Anggaran

Perusahaan – RKAP), the provisions of the Articles of

Association and GMS decision, and applicable rules and

regulations.

2. Advising the Board of Directors in running the Company

to implement GCG consistently, and to have run the

business and act in a highly moral manner in accordance

with the provisions of Articles of Association and

applicable rules and regulations.

In executing its main duties, the Board of Commissioners:

1. Complies with the provisions of the Company’s Articles

of Association, GMS decision, and applicable rules and

regulations;

2. Cares for the interests of the Company and acts in

accordance with the intents and purposes of the

Company, and not for the interests of specific parties or

groups;

3. Has goodwill, integrity, professionalism, care, and

responsibility in implementing the principles of GCG;

and

4. Maintain the confidentiality of the data and/or

information of the Company.

Member Composition and Meeting attendance of the

Board of Commissioners

Until the closing of Annual GMS Financial Year 2016 held on

the 30th of March 2016, there were 6 (six) Members of the

Board of Commissioners of the Company, with composition

as follows:









the Board of Commissioners of Jasa Marga until the 30th of March 2016

name Position Basis for appointmentShareholder

representation

Refly Harun President Commissioner/ Independent Commissioner

Decree of Annual GMS dated 18th of March 2015 Independent

Akhmad Syakhroza Commissioner Decree of Extraordinary GMS dated 30th of January 2012

Republic of Indonesia

Boediarso Teguh Widodo

Commissioner Decree of Annual GMS dated 11th of March 2013 Republic of Indonesia

Taufik Widjoyono Commissioner Decree of Annual GMS dated 18th of March 2015 Republic of Indonesia

Hambra Commissioner Decree of Annual GMS dated 18th of March 2015 Republic of Indonesia

Sigit Widyawan Independent Commissioner Decree of Annual GMS dated 18th of March 2015 Independent

Based on the Decree of Annual GMS of the Company yang executed on the 30th of March 2016, the composition of Jasa

Marga’s Board of Commissioners is as follows:

Jasa Marga’s Board of Commissioners Based on the Decree of annual GMS dated 30th of March 2016

name Position Basis for appointmentShareholder

representation

Refly Harun President Commissioner/

Keputusan RUPS Tahunan tanggal 18 Maret 2015 Independen

Sigit Widyawan Independent Commissioner


Boediarso Teguh Widodo Independent Commissioner


Taufik Widjoyono Commissioner Decree of Annual GMS dated 11th of March 2013 Republic of Indonesia

Muhammad Sapta Murti Commissioner Decree of Annual GMS dated 18th of March 2015 Republic of Indonesia

Agus Suharyono Commissioner Decree of Annual GMS dated 30th of March 2016 Republic of Indonesia

Commissioner Decree of Annual GMS dated 30th of March 2016 Republic of Indonesia

Throughout 2016, the Board of Commissioners executed internal Board of Commissioners’ Meetings 11 (eleven) times.

Meeting attendance of Board of Commissioners in year 2016

name Position

number of Meetings that

Should be attended

number of Meetings actually attended

attendance%

Refly Harun President Commissioner/ Independent Commissioner

14 14 100,0

Boediarso Teguh Widodo Commissioner 14 4 28,57

Taufik Widjoyono Commissioner 14 12 85,71

Muhammad Sapta Murti * Commissioner 10 6 60,00

Agus Suharyono * Commissioner 10 7 70,00

Sigit Widyawan Independent Commissioner 14 13 92,86

Akhmad Syakhroza ** Commissioner 4 4 100,0

Hambra ** Commissioner 4 4 100,0

average 79,64

Note:* Becomes Member of the Jasa Marga’s Board of Commissioners since 30th of March 2016** Becomes Member of the Jasa Marga’s Board of Commissioners until 30th of March 2016


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Company Profile




As support in the execution of monitoring duties, the

Board of Commissioners is assisted by Committees

that are established by, and responsible to, the Board of

Commissioners. These are the Audit Committee and the

Investment and Business Risk Committee.

Change of Member of the Board of Commissioners

In 2016 there was a change of composition of the Company’s

Board of Commissioners. Validation release and appointment

Board of Commissioners executed based on GMS decision

by voting. Based on Summary of Annual GMS No. 38

dated the 30th of March 2016, there was validation of the

release 2 (two) Members of the Board of Commissioners, i.e.

Achmad Syakhroza and Hambra, and the appointment 2 (two)

Members of the Board of Commissioners, i.e. Muhammad

Sapta Murti and Agus Suharyono, submitted by Holders of Bi-

colour A-series Shares according to the Letter of the Minister

of BUMN as Holders of Bi-colour A-series Shares No. S-202/

MBU/03/2015 concerning the Suggestion for the Replacement

of the Company’s Management, after the assessment of

the professionalism and integrity of the relevant Candidate

Members of the Board of Commissioners, with due care for

the interests of Minority Shareholders, to ensure competence

in the monitoring of the Company’s business.

audit Committee

This is the Committee established by the Board of

Commissioners to assist the Board of Commissioners

discharging duty and obligations in reviewing the

effectiveness of the internal control system, effectiveness of

the execution of duty of external and internal auditors, and

in reviewing and approving all information and suggestions

prepared and submitted by other parties, such as Financial

and Non-financial Reports, and Annual Report The Company.

The Company’s Audit Committee is established through a

Decree of the Board of Commissioners. Its membership

comprises of 1 (one) Committee Chairman doubling as member

and 2 (two) Committee Members. In executing its duties, the

Audit Committee is responsible to the Board of Commissioners.

The Company’s Audit Committee is established with a Decree

of the Board of Commissioners. Based on the Decree of

the Company’s Annual GMS for Financial Year 2014 held on

the 18th of March 2015, the Membership composition of the

Audit Committee in 2015 was changed and re-organized with

Decree of the Board of Commissioners No. KEP-066/IV/2015

dated the 24th of April 2015 concerning the Replacement of

Chairman and Appointment as Audit Committee Members of


Based on the Decree, Membership of The Company’s Audit

Committee becomes as follows:

Composition of Jasa Marga’s audit Committee Until

March 2016

name Position

Sigit Widyawan Chairman (Independent Commissioner)

agita Widjajanto Member

rustam Wahjudi Member

In relation with the termination of the tenure of Audit

Committee Members, then based on the Decree of the Board

of Commissioners No. KEP-036/III/2016, the composition of

the Membership of the Company’s Audit Committee since

March 2016 is as follows:

Composition of Jasa Marga’s audit Committee since april

2016

name Position

Sigit Widyawan Chairman (Independent Commissioner)

teguh Prastiyo Member

triono Junoasmono Member

The accountability of Audit Committee to the Board of

Commissioners is the accountability of monitoring the

Company’s management in order to execute the principles

of GCG. The duties and responsibilities of the Audit

Committee described in the Audit Committee Charter

validated in the Decree of the Board of Commissioners No.

Kep-0038/III/2013 dated 11th of March 2013 concerning

the Amendment to the Audit Committee Charter of PT Jasa

Marga (Persero) Tbk.

Based on Audit Committee Charter, the duty and

responsibility of the Audit Committee are to assist the Board

of Commissioners in:

1. nsuring the effectiveness of the internal control system

and effectiveness of the execution of duty of external and

internal auditors.

2. Reviewing the execution of activities and the results

of audit to be executed by Internal Audit or external

auditors.

3. Providing recommendations concerning the perfection of

the management control system and its execution.









4. Ensuring compliance to satisfactory review of the

information issued by the Company, including regular

Financial Reports, financial projections or prognoses, and

other financial information delivered to Shareholders.

5. Ensuring compliance to satisfactory review in executing

Company activities in accordance with the applicable

Standard Operating Procedure.

6. Providing opinion to Board of Commissioners in terms of

reports or other things delivered by the Board of Directors

to Board of Commissioners.

7. Identifying issues that require the attention of the Board

of Commissioners, and executing other duties relating to

the Duties of the Board of Commissioners.

nominations, remunerations, and risk Committee

The establishment of the Nominations, Remunerations, and

Risk Committee (NRRC) of the Company is based on the

Decree of the Company’s Board of Commissioners No. KEP-

063/IV/2015 dated the 20th of April 2015. The appointment

of Nominations, Remunerations, and Risk Committee

members is made through the Decree of the Company’s

Board of Commissioners No. KEP-065/IV/2015 dated the

24th of April 2015.Release of Nominations, Remunerations,

and Risk Committee members can be executed if his/her

Membership tenure ends, and, based on the Decree of the

Board of Commissioners, dismissal may occur because s/

he does not generate performance as stipulated and/or not

competent in discharging his/her duties.

NRRC comprises of 1 (one) Committee Chairman doubling

as member, 1 (one) Vice Committee Chairman doubling as

member, and 2 (two) Committee Members.

Composition of the Membership of the Company’s NRRC is

as follows:

Composition of Jasa Marga’s nrrC Until March 2016

name Position

refly harun Chairman

akhmad Syakhroza Vice Chairman

nasikhin ahsanto Member

Eduard t. Pauner Member

In relation with the ending of the tenure of NRRC members,

then based on the Decree of the Board of Commissioners

No. KEP-040a/IV/2016, the membership composition of the

Company’s NRRC since April 2016 is as follows:

Composition of Jasa Marga’s nrrC since april 2016

name Position

refly harun Chairman

agus Suharyono Vice Chairman

Vera Diyanty Member

abram Elsajaya Barus Member

All members of Jasa Marga’s Nominations, Remunerations,

and Risk Committee have integrity, competence, and good

reputation.

NRRC is responsible to the Board of Commissioners, and

assists the Board of Commissioners in the execution of its

duties so that the Company’s management can run efficiently

and effectively, through a competent and independent

monitoring system and execution.

NRRC’s duties and responsibilities are described in the

Nominations, Remunerations, and Risk Committee Charter.

Based on the Nominations, Remunerations, and Risk

Committee Charter, NRRC’s duties and responsibilities include:

nominating function

1. Giving input to Board of Commissioners in order to

appoint membership/composition of the Positions in the

Board of Directors.

2. Giving input to the Board of Commissioners in order

to draft policies, criteria and/or requirements for the

nomination of Member Candidates for the Board of

Directors.

3. Giving input to Board of Commissioners in monitoring

and evaluating the criteria used Board of Directors to

evaluate the performance of the Members of the Board of

Directors.

4. Assist the Board of Commissioners in monitoring and

evaluating the results of performance assessment each

Director based on the standards made as evaluation

materials.

5. Giving input to Board of Commissioners on the

capacity building program for the Board of Directors,

and monitoring and evaluating the effectiveness of the

program.

6. In executing the above nomination function, the

Committee must:


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Company Profile




a. Draft the Committee Work Manual Nomination.

b. Monitoring and evaluating the policies and criteria

for nominating Candidate Members for the Board of

Directors.

c. Monitoring and evaluating the results of performance

assessment for each Director, and assisting the

evaluation of the performance of the Board of Directors.

d. Monitoring and evaluating the effectiveness of the

execution of capacity building program for each

Director.

remuneration function

1. Giving input to Board of Commissioners in order to

determine structure, policies and amount of remuneration

for the Board of Directors.

2. Giving input to Board of Commissioners in order to determine

the amount of remuneration for the Board of Directors.

3. Assist Board of Commissioners in monitoring and

evaluating the suitability remuneration yang received

with work load and work responsibility of each Board of

Director member.

4. In executing the above Remuneration function , the

Committee must:

a. Draft Committee Work Manual in Remu¬neration.

b. Review structure, policies, and amount of

remuneration for the Board of Directors.

c. Monitor and evaluate the suitability of the

remuneration received with the work load and

responsibility of each Board of Director members.

5. Remuneration structure can take the form of fixed and/or

variable wages, honorarium, incentives, and/or benefits.

6. Review the composition, policies, and amount of

remuneration, with considerations for:

a. The applicable remuneration is suitable with the

business activity and business scale Issuer or similar

Public Company in the industry.

b. The duty, responsibility, Authority of the Board of

Directors.

c. The performance target and level of each member of

the Board of Directors.

d. The balance between fixed and variable benefits.

7. Structure, policies, and amount remuneration must be

evaluated by Committees at least 1 (one) year.

risk function

1. Providing suggestions and input for Board of

Commissioners concerning investment policies and

strategies in the toll and non-toll business road, and for

the purpose of drafting the Company’s Long-term Plans

(RJPP)

2. Deliver the results of review on the realization of the

Company’s investment plans described in the RJPP and

RKAP of the Company to the Board of Commissioners

according to the suggestions, input, and opinion of the

Board of Commissioners to Board of Directors in their

review of RKAP and RJPP.

3. Deliver the results of review on investment plans

submitted by the Board of Directors to Board of

Commissioners, as input material for the Board of

Commissioners in providing suggestions, input, opinion

and approval Board of the Commissioners to Board of

Directors in terms of new investments.

4. Deliver the results of review on the Company’s risk

management, which includes various risks faced by the

Company; the Risk Management system, strategies, and

policies of the Company, internal control of the Company,

including policies, methods, and infrastructures, jointly

with the Risk and Quality Management Division.

5. Deliver the results of review on various models of risk

assessment used by the Company and the execution

Risk Management, as input material for Board of

Commissioners in providing suggestions and opinion to

the Board of Directors for further improvement.

6. Monitor and deliver the results of evaluating the suitability

of various policies and execution of the Company’s

risk management, and various potential risks yang

faced by the Company, as input material for Board of

Commissioners in providing suggestions and opinion

to Board of Directors for review and improve the

various policies and execution of the Company’s risk

management and risk mitigation policies.

7. Preparing data, information, materials, analysis, and

reviews in relation with the execution of investments

and risk management, as materials for the Board of

Commissioners in giving input, suggestions and opinion

to Board of Directors in order to minimize and/or prevent

cost overrun of the Company and improve the efficiency

and effectiveness toll and non-toll road investments.

8. Reviewing the viability and risks of toll and non-toll road

investments, in relation with the suitability of the projected

traffic volume, land acquisition, value engineering, and

the suitability of the technologies and innovations used

as input material for Board of Commissioners in providing

suggestions and opinion to Board of Directors before

making toll and non-toll road investments.









BOarD Of DIrECtOrS

Board of Directors is the Company’s organ collectively

responsible for running the Company’s management and

executing GCG at all levels or ranks of the organization.

In executing its duties, the Board of Directors is responsible

to GMS. The accountability of the Board of Directors to

GMS is the accountability for management the Company in

accordance with the principles of GCG.

Members of the Board of Directors appointed and released

by a General Meeting of Shareholders (GMS). Such GMS

must be attended by Holders of Bi-colour A-series Shares,

and the GMS decision is approved by the Holders of Bi-

colour A-series Shares.

Delegation of duties and authority for each Member of the

Board of Directors is stipulated based on the Position each

Member of the Board of Directors.

The main duties of the Board of Directors are:

1. Lead and manage the Company in accordance with the

intents and purposes of the Company, and constantly

improves the efficiency and effectiveness of the

Company.

2. Control, maintain, and manage the assets of the

Company.

The Board of Directors refers to the Board of Commissioners

and Board of Directors’ Manual. The Board Manual contains

directions concerning the work procedures of the Board of

Commissioners and the Board of Directors, and explains

the activity stages in a structured and systematic manner

that is easy to understand and execute consistently. It is

the reference for the Board of Commissioners and Board of

Directors in executing their respective duties.

The regulations of the Board Manual relevant to the Board

of Directors are found in Chapter III concerning the Board of

Directors, which regulate the following:

1. Duties of the Board of Directors

2. Obligations of the Board of Directors

3. Authority of the Board of Directors

4. Rights of the Board of Directors

5. Requirements of the Board of Directors

6. Membership of Board of Directors

7. Capability Recognition and Building Program

8. Professional Ethics of the Board of Directors

9. Board of Directors’ Meetings

10. Evaluating Performance Board of Directors

11. Corporate Secretary

12. Internal Audit

Composition of Board of Directors

Composition of and number of the Members of the Board

of Directors are stipulated by GMS with consideration for

the vision, mission, and strategic plan of the Company to

allow effective, correct, and fast decision-making, that can

also be made independently. Validation of the release and

appointment of the Board of Directors is executed based on

GMS decision through voting.

In 2016 there were 2 (two) changes in the composition of the

Board of Directors of the Company.

Change Composition of Board of Directors Based on the

Decree of annual GMS

Until the closing of Annual GMS Financial Year 2016 yang

held on 30th of March 2016, the Company’s Member of the

Board of Directors is as follows:

Composition of Jasa Marga’s Board of Directors until the 30th of March 2016

name Position Basis for appointment

adityawarman President Director Decree of Extraordinary GMS dated the 30th of January 2012

Christantio Prihambodo Director Decree of Annual GMS dated the 18th of March 2015

hasanudin Director Decree of Extraordinary GMS dated the 30th of January 2012

reynaldi hermansjah Director/Independent Director Decree of Extraordinary GMS dated the 30th of January 2012

Muh najib fauzan Director Decree of Extraordinary GMS dated the 30th of January 2012

achiran Pandu Djajanto Director Decree of Annual GMS dated the 18th of March 2015


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Company Profile




Based on the Decree of the Company’s Annual GMS Financial Year 2015 executed on the 30th of March 2016, the composition

of Jasa Marga’s Board of Directors is as follows:

Composition of Jasa Marga’s Board of Directors Based on the Decree of annual GMS on the 30th of March 2016


adityawarman President Director Decree of Extraordinary GMS dated 30th of January 2012

Christantio Prihambodo Director Decree of Annual GMS dated 18th of March 2015

hasanudin Director Decree of Extraordinary GMS dated 30th of January 2012

anggiasari Director Decree of Annual GMS dated 30th of March 2016

Muh najib fauzan Director Decree of Extraordinary GMS dated 30th of January 2012

achiran Pandu Djajanto Director Decree of Annual GMS dated 18th of March 2015

The nomenclature for each Member of the Board of Directors other than the President Director are determined based on the

Decree of Jasa Marga’s Board of Directors No. 102/KPTS/2016 dated 23 Mei 2016.

Therefore, the composition of Board of Directors of the Company, and the stipulated nomenclature and duty for each Member

of the Board of Directors, are as follows:

1. Adityawarman as President Director

2. Christantio Prihambodo as Director of Operations

3. Hasanudin as Director of Business Development

4. Anggiasari as Director of Finance

5. Muh. Najib Fauzan as Director HR and General Affairs

6. Achiran Pandu Djajanto as Director of Compliance and Risk Management

As in the Annual GMS dated 30th of March 2016 the GMS did not appoint Anggiasari Hindratmo as Independent Director, the

Board of Directors through Board of Commissioners has delivered a Letter to the Minister of BUMN as Holder of Bi-colour

A-series Shares No. DK 055/V/2016 dated 19 Mei 2016 to request approval for appointing as Independent Director in the

subsequent GMS.

Change of Composition of Board of Directors Based on the Decree of Extraordinary GMS

Based on the Decree of Extraordinary GMS of the Company executed on the 29th of August 2016, the composition of Jasa

Marga’s Board of Directors is as follows:

Composition of Jasa Marga’s Board of Directors Based on the Decree of Extraordinary GMS dated 29 august 2016


Desi arryani President Director Decree of Extraordinary GMS dated 29 August 2016

Muh najib fauzan Director of Operations I Decree of Extraordinary GMS dated 30th of January 2012

Subakti Syukur Director of Operations II Decree of Extraordinary GMS dated 29 August 2016

hasanudin Director of Development Decree of Extraordinary GMS dated 30th of January 2012

anggiasari Director of Finance/Independent Director Decree of Annual GMS dated 30th of March 2016

Christantio PrihambodoDirector Human Resources and General Affairs

Decree of Annual GMS dated 18th of March 2015









Meeting attendance of Board of Directors

Throughout 2016, Board of Directors executed the Board of Directors’ Internal Meetings 39 (thirty-nine) times.

tabel Summary attendance Board of Directors in Board of Directors’ Meetings year 2016

no. name Positionnumber of Meetings

that Should be attended

number of Meetings actually attended

Attendance(%)

1 Desi Arryani *** President Director 8 8 100.0

2 Christantio Prihambodo Director HR and General Affairs 39 37 94.9

3 Hasanudin Director of Development 39 38 97.4

4 Anggiasari * Director of Finance/Independent Director

26 25 96.2

5 Muh Najib Fauzan Director of Operations I 39 38 97.4

6 Subakti Syukur *** Director of Operations II 8 8 100.0

7 Adityawarman **** President Director 31 31 100.0

8 Achiran Pandu Djajanto ****

Director of Compliance and Risk Management

31 27 87.1

9 Reynaldi Hermansjah ** Director of Finance/ Independent Director

13 13 100.0

average 97.0

* Becomes Member of Jasa Marga’s Board of Directors since 30th of March 2016** Becomes Member of Jasa Marga’s Board of Directors until 30th of March 2016*** Becomes Member of Jasa Marga’s Board of Directors since 29 August 2016**** Becomes Member of Jasa Marga’s Board of Directors until 29 August 2016

Note:• The Member of the Board of Director was absent from the meeting because s/he was on duty outside of town or was attending an important event /

meeting that cannot be represented.• The difference in the Number of Meetings that Should be Attended is because of the difference in the Tenure as Member of the Board of Directors.

antI-COrrUPtIOn POLICIES anD GratIfICatIOn COntrOL

Jasa Marga is highly committed to prevent and eliminate corruption. It is the form of mutual

awareness that corruption is the initial point of disaster for any corporation, which would only

end up in the destruction of the Company’s business.

The commitment to prevent and eliminate corruption as described in the anti-corruption

and gratification policies, is as described in the Decree of the Board of Directors PT Jasa

Marga (Persero) Tbk. No. 183/KPTS/2014 dated the 22nd of October 2014 concerning the

PT Jasa Marga (Persero) Tbk. Guidelines in Handling Gratification. In order to support the

effectiveness of the execution of anti corruption and gratification control commitments,

the Company runs the gratification control management program in cooperation with

Commission for the Eradication of Corruption (Komisi Pemberantasan Korupsi – KPK).

[G4-DMA]

In 2015, Jasa Marga continued to improve the implementation of Gratification Control

in cooperation with Commission for the Eradication of Corruption (KPK) as shown in the

Gratification Control Program (Program Pengendalian Gratifikasi – PPG) commitment,

specifically by disseminating information concerning gratification in all Head Office and

Branch Office Work Units, and providing several facilities for reporting gratification in the form

of Gratification Reporting internal portal and drop box.


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Company Profile




Dissemination relating to Company policy on the prevention

and control of corruption continues to be increased on

all Jasa Marga Staff through various internal channels or

media, such as: special training relating to the dissemination

Code of Conduct and policies gratification control,

dissemination reporting policies of LHKPN, dissemination

of Whistle-blowing System Manual, general internal training

relating to development Employee competence, internal

communications medias such as magazines (Berita Jalan Tol

and Info Tol), internet Dissemination of anti-corruption and

gratification control policies to external parties (Stakeholders)

is executed through the Company website www.jasamarga.

com, gratification prohibition ads in Mass Media, and

correspondence relating to the prohibition of receiving/giving

all kinds of gifts (gratification). [G4-SO4]

To support the prevention and punishment of the crime

of corruption, Jasa Marga has implemented various GCG

initiatives, whether executed independently or assisted

by independent parties in achieve sustainable corporate

governance.

Implementation Jasa Marga Gratification Control [G4-SO4]1. GCG Dissemination and Internalizing

These are the dissemination of GCG for new Employees,

provision of GCG materials in Toll Road Project Management

Training, dissemination of GCG in various Company media, and

participating in exhibitions relating to GCG executed by KPK (e.g.

Hari Anti Korupsi – Anti-corruption Day).

2. Implementation of Gratification Control

Continuing cooperation with KPK as commitment to the

Gratification Control Program in 2013, Jasa Marga implements

gratification control according to the commitment schedule

submitted to KPK in 2015 as follows:

a. Dissemination of gratification executed in Head Office and all

Branch Office

b. Provision of Drop Box for reporting of receipt of gratification in

Head Office and all Branch Office.

c. Provision of GCG Internal Portal, including for reporting the

receipt of gratification and dissemination of information on

gratification to Jasa Marga Staff.

d. Circular on the Prohibition of Gratification for internal parties of

the Company and gratification prohibition ads in print media and

the Company’s website.

e. Reporting the receipt of gratification in religious holidays.

Whistleblowing System

The Company is committed to ensure that business

management is executed carefully and based on the

principles of Good Corporate Governance (GCG), and

it continues to perfect the GCG practices that it has

applied so far.

In line with the Company’s commitment on prevention

and control of corruption gratification, Jasa Marga has

also created a forum or facility for preventing any action of

Jasa Marga Staff that can be indicated to violate internal

regulations or rules and regulations. The means for reporting

violation are described in the Decree of the Board of

Directors PT Jasa Marga (Persero) Tbk. No. 09/KPTS/2013

dated the 16th of January 2013 concerning Whistleblowing

System Manual of PT Jasa Marga (Persero) Tbk.

The Whistleblowing System is a system that manages

complaints/exposures concerning violations against the

law and unethical or improper actions in a confidential,

anonymous, and independent manner. It is used to optimize

the role and participation of Jasa Marga Staff and other

parties in exposing violations that occur in the environs of the

Company.









To ensure the effectiveness of the system, Whistleblowing System management is executed in cooperation with an

independent and experienced external party. The Whistleblowing Management System evaluates the management

of the Whistleblowing System in the Company. This is meant to ensure the confidentiality and security of the identity

of the person reporting suspected violations. Using the Whistleblowing System, the Company also provides space

for all parties, whether internal of the Company or external (Stakeholders) to contribute in preventing and reducing

violations that damage the interests of all parties.

In order to strengthen GCG implementation, the Company actively disseminates information on the Whistleblowing

System, Commitment to Integrity Pact, and Gratification Control Program.

Deloitte Contact Centre responds if Reporting Person asks for the status of follow-up actions to his/her report

MEanS Of rEPOrtInG

@

Deloitte Analysis

asking about relevant issues to Reporting

Person

Deloitte will provide an unique reference number to Reporting

Person

Deloitteinvestigator reviews call logs, makes

exposure report and

recommen¬ded follow-up action

Report published in

e-Room, and an announce¬ment

e-mail will be sent to all members of Jasa Marga WBS

Management Team

WBS Management

Team will respond to the case and follow it up to

Deloitte

DeloitteContact Centre

responds to Reporting

Person based on reference number

rISK ManaGEMEnt

The Company’s business includes the management of toll

roads business. Because it is a major investment with long-

term returns and high uncertainty during the construction

and operation periods, the Company realizes that the toll

road management business is inseparable from possible

risks, which would require professional risk management.

The main function of risk management is to identify all key

risks, measure these risks, and manage the risk management

system.

Jasa Marga defines ‘risk’ as ‘possible loss to the Company

caused by internal or external factors with negative

potentials in the achievement of the Company’s purposes’.

The purpose of the Company in managing financial risk is

to achieve proper balance between risk and return levels,

and to minimize the potential decrease of the Company’s

performance level, whether financial or operational.

According to the nature of its business, Jasa Marga cares a

lot about the main risks, which are divided into the following

4 categories: 1) Development Risk; 2) Operational Risk; 3)

Financial Risk; 4) Human Resource and Miscellaneous Risk.

Since 2007, Jasa Marga has set a Risk Management System

based on the AS/NZS 4360:1999 standard as stipulated in

the Decree of the Board of Directors No. 139/KPTS/2007

concerning the Risk Management Manual. Thereafter, with

the issuance of ISO 31000:2009 on the 31st of October

2009, Jasa Marga made a management review to adjust the


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Company Profile




Risk Management Manual with new standards oriented to

Enterprise Risk Management (ERM) by issuing the Decree

of the Board of Directors Jasa Marga No. 129.2/KPTS/2010

concerning Risk Management Policies and Risk Management

Manual in the Environs of PT Jasa Marga (Persero) Tbk.

To support the effectiveness of risk management, Jasa Marga

organizes several procedures such as:

a) Risk Management Procedure (PK/PR/01-BMMR);

b) RPR and PPR Creation Procedure (PK/PR/02-BMMR);

c) Monitoring the Execution of Protective Action Procedure

(PK/ PR/03-BMMR);

d) Company Risk Profile Drafting Procedure (PK/PR/04-

BMMR);

e) Documentation and Reporting Procedure (PK/PR/05-

BMMR);

f) Evaluation of Risk Occurrence Procedure (PK/PR/06-

BMMR); and

g) Risk Register Creation Procedure (PK/PR/07-BMMR).

Initiatives to ensure risk management are run in a systematic,

integrated, and quality manner. Jasa Marga organizes a Risk

Management System Development Road Map as guidance

for all lines of the organization and to ensure the achievement

of long-term development purposes. According to the

implementation of risk management and the principle of

prudence, in 2015 Jasa Marga was not imposed with either

monetary or non-monetary fine. [G4-SO8]

thE COMPanY’S CODE Of EthICS anD CULtUrE

Code of Ethics [G4-56]Good relations with Stakeholders and improvement of

long-term Shareholder value can only be achieved through

business integrity in all business activities of the Company.

Therefore, Jasa Marga has formulated various policies

relating to the ethics of the Company in business interactions

and actions. Jasa Marga provides the best ethics standard

in running all of its business activities according to its Vision,

Mission, and Culture by implementing Business Ethics and

Work Ethics.

The Company already has a Code of Conduct that includes

Business Ethics and Work Ethics since 2010 as basis in

executing the duties of all ranks of Jasa Marga Management

and Staff. As a form of the Company’s commitment

in improving the quality of GCG implementation, Jasa

Marga has revised and updated the Code of Conduct

Manual through Decree of the Board of Directors No. 175/

KPTS/2013 dated the 17th of December 2013 concerning

Code of Conduct.

The Code of Conduct is the reference for all Company

Staff, starting from the Board of Commissioners, Board of

Directors and all Employees in working and interacting with

all Stakeholders of the Company. Consistent execution of

the Company’s main values and Code of Conduct by all Jasa

Marga Staff, wherever they might be located and working,

would support the implementation of Good Corporate

Governance, which in the end will improve the Company’s

corporate image for all of its Stakeholders.

The Code of Conduct is published and/or distributed to all of

the Company’s Staff through the various media possessed

by the Company, including through information technology

that can be easily accessed by all Employees at all times.

Periodically, all of the Company’s Staff are informed on

the execution of Business Ethics through Memos and/or

Circulars from the Board of Directors.

Media for dissemination and publication of the Code of

Conduct include:

- Website and internal portal

- Pocket books

- Banners

- Bulletins

- Statement of Commitment that are jointly signed,

multiplied, framed, and distributed to all Work Units and

Branches

- Jingles

- Newspaper ads

All Jasa Marga Staff have signed Integrity Pact as the form

of commitment to GCG in operating the Company. The

percent¬age of Jasa Marga Staff signing the Commitment to

the Code of Conduct is 100%.

Efforts to uphold the Code of Conduct in relation with the

Company’s Stakeholders are as follows:









PrInCIPLES Of GOOD COrPOratE GOVErnanCE (GCG)

Transparency, Accountability, Responsibility, Independence, Fairness.

CODE Of COnDUCt

Based on Decree of the Board of Directors No. 175/KPTS/2013 dated the 17th of December 2013 concerning Code of Conduct.

EthICSMoral values and norms that become the reference for a person or group in regulating their behaviour.

BUSInESS EthICSWORKETHICS/CONDUCTREQUIREMENTSFOR

JaSa MarGa StaffGood ways to perform business activities that includes all aspects relating to the individual, the Company, the industry, and also the community. All in all, it includes how we run the business fairly, according to applicable laws, and not depending on the position of the individual or the Company in the community.

A system of values or norms held by all Management and Employee in executing their duties, including the ethics of relations between the Employee and the Company.

1. Compliance with Rules and Regulations.

2. Handling of Gratification.3. Concern for Work Health and

Security.4. Provision of Equal Opportunity to

Employee to obtain Employment, Promotion, and Dismissal.

5. Ethical Standards when Relating with Stakeholders:a. Relations with Jasa Marga Staff.b. Relations with the Government.c. Relations with Shareholders.d. Relations with Toll Road Users

and Other Customers.e. Relations with Business

Part¬ners.

f. Relations with Competitors.g. Relations with Creditors /

Investor.h. Relations with Supplier/Con-

tractor.i. Relations with the

Surrounding Community and Environs.

j. Relations with Mass Media.k. Relations with Subsidiary.

6. Ethical Standards of Management and Employee:a. Behaviour as Superior

towards Subordinate.b. Behaviour as Subordinate

towards Superior.c. Behaviour as Colleagues.

7. Intellectual Property Rights.

1. Commitment of Jasa Marga Staff.2. Maintaining the Company’s Repu-tation.3. Maintaining Good Relations among Jasa Marga

Staff.4. Maintaining the Company’s Confi-dentiality.5. Maintaining and Using the Com¬pany’s Assets.6. Maintaining Work Health, Security, and Environs.7. Immoral Behaviour, Narcotics, Illegal Drugs,

Gambling, and Smo¬king.8. Recording Company Data and Making Reports.9. Avoiding Personal Conflicts of Interest (Insider

Trading).10. Handling of Gratification.11. Not Using One’s Position for Personal Interest

(Conflict of Interest).12. Political Activities.

Corporate Culture

Good Corporate Governance will succeed if supported by

strong Corporate Culture. This because Corporate Culture

is the entire value, culture, and philosophy agreed upon

and believed by all ranks of the Company’s Employees and

Management as the basis and reference for Jasa Marga to

achieve the purpose for establishing the Company.

Corporate culture internalizing approach is executed through

intervention in 3 aspects, i.e. leadership, system, and

Employees. With this approach, other than having corporate

culture written in Jasa Marga’s policies and procedure, it

also becomes a discipline (soft skill) practiced by the Board

of Commissioners, Board of Directors and Employee when

executing daily work.

The Company develops Corporate Culture through Jasa

Marga’s value and culture organized in order for all Employee

may actualize behaviour based on the following values:


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Company Profile




Value and Culture Definition Explanation

J JUJUr

Jasa Marga is always JUJUR (HONEST), Fair, Transparent, and Free from Conflict of Interest in running its business.

honest:The spirit of integrity from the heart, not just to follow the rules.

fair:Upholding equality and fairness.

transparent and free from Conflicts of Interest:Independent and objective.

S SIGaP

Jasa Marga is SIGAP (QUICK) to serve its customers and other Stakeholders by being caring, proactive, yet remaining prudent.

Quick Service:Acting with high spirit in serving.

Caring:Providing empathetic attention.

Proactive yet remaining Prudent: Preparing future actions with due consideration of risks.

M MUMPUnI

Jasa Marga is MUMPUNI (SKILLED) in doing its work, which is based on competence, consistency, and innovation.

Competence:Having the willingness and ability to execute the work.

Consistency:Daring to act and become a role model.

Innovation:Developing ideas for continuous improvement.

r rESPEK

Jasa Marga RESPEK (RESPECTS) Stakeholders and synergize with them to achieve.

respect:Respecting other parties in proportion.

Synergy to achieve:Respecting group cooperation and managing diversity in order to provide added value.

Dispersion and dissemination of values and culture is

executed through internal and external sites of the Company,

presenting slides on the value and culture in all trainings or

meetings, and installing banners in strategic spots in the

Company. Initiatives executed by the Company relating

to the dissemination of the Company’s value and culture

(Corporate Culture) are:

1. The obligation to list the value and culture of the

Company in documents for the procurement of goods/

services in the environs of the Company and during

aanwijzing (briefings).

2. Evaluation of the Company’s Vision, Mission, value, and

culture in all Work Units and Branch. Evaluation includes

evaluation of the understanding of the Company’s Vision,

Mission, value, and culture and evaluation on the level

of effectiveness of the dissemination of the Company’s

Vision, Mission, value, and culture.









Bawen-Salatiga Toll Road

StaKEhOLDEr ManaGEMEnt

Jasa Marga realizes the existence of Stakeholders as parties

that both affect and are affected by the achievement of the

Company’s purposes, and who have different expectations

and interests in each field of operations. The Company

expects these positive interactions and relations to provide

mutual benefit between the Company and Stakeholders and

support its long-term business success.

Therefore, Jasa Marga organizes the framework of

Stakeholders relations and involvement in Company

management. The Company identifies the various

Stakeholders and groups them into 8 Stakeholder groups,

i.e.:

1. Shareholders,

2. Creditors,

3. The Government, whether Central or Regional, including

4. Employees,

5. Customers/Toll Road Users,

6. Competitors,

7. Business Partners/Suppliers/Contractor,

8. Communities and their institutions,

9. Mass Media.

Stakeholder identification analysis was made using the

focus group discussion (FGD) method, in-depth interview,

observations, and documentary study to analyze the power,

impact, legitimacy, issues, and depth of the interest level of

Stakeholders to the Company. The analysis units used are

institutions or groups defined as ‘Stakeholders’.

Jasa Marga continuously and sustainably maintains relations

with its Stakeholders, which include the internal and external

Stakeholders of the Company. This is in order to ensure

that the Company can find out the latest expectations and

interests of these Stakeholders, then harmonizes its work

programs according to actual dynamics.

From the interactions with these various Stakeholders, Jasa

Marga then realizes the patterns of relations and guidance

with each interest group according to relevant topics.

Guidance patterns and frequency are adjusted according

to the characteristics of each Stakeholder. The patterns of

relations and guidance are presented in the following table:


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Company Profile




relations and Guidance with Stakeholders [G4-24][G4-25][G4-26][G4-27]

StakeholdersBase for

IdentificationMain topic Stakeholder Expectations Interaction approach

Customers Dependence • Customer Complaint Ma-nagement

• Customer Service Centre

1. Maintained quality of toll roads.2. Facilities and security for toll road usage.3. Quick rescue in case of accidents.4. Service beyond expec-tations.

• Provision of traffic infor-mation to Customers.

• Realization of regular road repair and main¬tenance program.

• Service access facility to Customers; and

• Customer Meet.

Shareholders and investor

Responsibility, Impact

• Performance accoun¬tability of the Company for a year

• Performance Report of the Company’s operational, financial, and social condition

1. Maintaining and impro¬ving investment value by improving the perfor¬mance of the Company.

2. Satisfying Shareholders’ rights, whether majority or minority.

3. Transparency of infor-mation for substantial issues and clarity of business development directions

5. Respect of the rights of Shareholders according to the Law, Company Regulations, and Articles of Association/Memoran-dum of Association.

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

the Government/regulator

Impact • Payment of the Company’s obligations to the Nation

• Discussion and input relating to the Company’s program and action plan

1. Harmonious and cons-tructive relations with regulator.

2. Jasa Marga and all of its Employees comply with and obey laws and regulations,

3. Positive contribution to the local community.

4. Satisfaction of LKHPN provisions.5. Satisfaction of regular reports to regulator,

including to BPJT (Badan Pengatur Jalan Tol - BPJT)

• Bipartite meetings, whe¬ther with central or region¬al Government.

• Opinion Hearing with DPR• Work Visits to Project Lo-cation• Satisfaction of the obli¬gation

to pay taxes, retributions, and other non-tax income of the State (penerimaan negara bukan pajak – PNBP) according to rules and regulations.

Employees Dependence • Work agreement between Company Management and Employees

• Resolution of employment problems

• Opportunity to improve competence and career

1. Clarity of rights and obli-gations.2. Provision of remuneration packages

according to performance.3. Equality in terms of career paths and

remu¬nerations.4. Ensured work security, health, and safety.5. Comfort of work environs

• Drafting and validation of Joint Work Agreement (Perjanjian Kerja Bersama – PKB) through dialogues with Employee Union.

• Routine meetings between Employees and the Mana-gement of the Com¬pany as a forum of direct dialogue.

• Development of Employee competencies and preparation of professional management/leaders of the Company.

• Implementation of perfor-mance-based HR ma¬na-gement system and incen-tive system

WorkPartner/Contractor (Vendor)

Impact • Procurement goods and services according to the Company’s needs

• Performance of Work Partner

1. Fair and transparent procurement process2. Objective selection and evaluation in

determining the winner of construction service/supply of goods contract

3. Accurate and simple pro-curement administrative procedures

4. Timely settlement of product and service pay-ments.

5. Mutually beneficial growth.

• Open and transparent execution of tender pro¬cess.

• Monitoring and evaluation of vendor work contract by making regular assess-ments.









StakeholdersBase for

IdentificationMain topic Stakeholder Expectations Interaction approach

Creditor Responsibility Provision of information and accountability for the execution of construction projects/management of facilities belonging to Jasa Marga.

1. Clarity of development plans.2. Timely payment of obli-gations.3. Transparency of opera-tional and financial

conditions.4. Update information on the condition of

new lane construction.

• Site Visit: direct visit of Creditors to construction project sites or facilities managed by Jasa Marga.

• Non-deal Road Show: visit of the Company’s Management to meeting forums with existing Cre-ditors’ Fund Manager or candidate investors.

• Conference-call, dialogue, or communication via telephone/multimedia with investor according to need.

Communities/ Independent Agencies

Responsibility, Impact

• Empowering community economy.

• Improving community qua¬lity of life.

1. Maintenance of good and harmonious rela¬tions.

2. Minimized impact of road lane construction to the environment.

3. Participation in environ-men¬tal preservation acti-vities.

4. Execution of re-vegetation and refores¬tation programs.

5. Positive contributions to the economic, social, and environmental lives of the local community.

• Execution of public con¬sult-ing and social map¬ping.

• Dissemination of CSR plans and coordination of the execution of the Company’s CSR.

Mass Media Impact Constructive relations that mutually benefit the needs of news sources with Jasa Marga as the party in need of media.

1. Accuracy of news ob¬jects.2. Timely delivery of the latest information

and news.3. Transparency of opera-tional and financial

con-dition.

• Preparing press release, publication of news about success or realization of a work plan to Mass Media without direct meeting.

• Media Visit, Media Ga-thering & Press confe¬rence, and direct delivery of news, with a question and answer session.

Competitors Impact Healthy competition during concession tender process.

1. Honesty and fairness in execution tender of toll road lanes.

2. Smooth traffic in Jasa Marga toll roads that are integrated with toll roads belonging to others.

• Common forum.• Involvement in associa¬tions and

institutions.

Supply Chain [G4-12]Suppliers as partners that support the Company in providing

supply chain for sustainability of business activities. Supply

chain management is something of importance for the

Company, given the existence of a significant relationship

between the image and reputation of the Company with the

performance of a particular supplier. Related to the above,

Jasa Marga is doing the selection related to environmental

issues, human rights and compliance with labor regulations.

[G4-DMA]


GRi G4 Core index



Company Profile




Certain suppliers are of special concern with strict selection

criteria using the environment, labor and human rights, in

addition to the legality of the documents the Company such

as: Rest Area operator, crane, Security, Cleaning Service,

collectors and drivers. These selection needs to be done to

maintain the image and reputation of the Company because

of the practice they did has an impact on the company

image. [G4-LA14]

Jasa Marga has set specific policies related to the supply

chain that have risks to the Company’s reputation. Specific

policies for the supply chain are their appraisal / periodic

assessments of the performance of the suppliers in the

aspects of the environment, respect for human rights,

compliance with laws and regulations in the field of

employment. However, Jasa Marga continues to ensure

and guarantee that every supplier is treated fairly and

transparently. [G4-12][G4-HR10]

asa Marga is committed to serving its customers and other

stakeholders beyond expectation by caring and being

proactive and still emphasizes prudence. To maintain the

continuity of the Company’s business from potential business

risks, the supervision of Risk Management of the Company is

based on ISO-31000 standard and Internal Audit. In addition

to these, Jasa Marga has applied the basic standards that

apply in the toll road business to monitor and measure the

performance of the Company, based on the standards of ISO

9001, OSHAS-18001, GRI, IFRS, and KPKU. Furthermore,in

order to build synergies and strengthen the position of Jasa

Marga as organizational entities that have an important role in

community development, the Company is actively involved in

various organizations associations, among others: Indonesian

Toll Road Association, HPJI, Chamber of Commerce, REAAA,

and AEI. [G4-14][G4-15][G4-16]









innoVation in eConomiC GRoWtH


GRi G4 Core index



Company Profile




Kaligawe industrial area at Semarang-Solo Toll Road









InnOVatIOn In ECOnOMIC DEVELOPMEnt

The Company has made various efforts to continue the

transformation in order to improve competitiveness and

strengthen Jasa Marga’s position in the toll roads industry

in the future. By the end of 2016, the Company managed

to retain its position as a leader in the toll road industry by

controlling 61% in the market share from all of the total

length of highways in operation in Indonesia. [G4-8]

Along with this, the Company continued to improve the

quality of performance of the operation of toll roads, as

well as diversification of non-toll business that support the

development and operation of toll roads. The company also

carried out a transformation in the areas of organization and

management of human resources and transformation in the

field of information technology to improve efficiency and

productivity.

aChIEVEMEnt Of ECOnOMIC PErfOrManCE

It’s the Company’s commitment to continue to maintain Jasa

Marga’s position as a leader in toll road industry in Indonesia

by presenting a toll road management with increasingly better

quality. This is evidenced by the achievement of operational

performance that show improvement as expected by the

Company. [G4-DMA]

In 2015, the Company managed to add three toll road

concession rights with the acquisition of Solo-Ngawi, Ngawi

Kertosono, and Cinere-Serpong Toll Roads. With the addition

of three toll roads, then the Company has the concession

rights for toll roads with a length of 987 km in total, and 590

km of toll road in operation.

Along with the successful achievement of operational

performance improvement, the Company is required to

provide the best service in the operation of toll roads.

Improved service to road users is realized by establishing

PT Jasa Layanan Operasi that engages in the operation

business of both the toll road owned by the Company or

any other Toll Road Enterprises. In addition, the Company

continues to provide the best service for toll road users

by operating the toll roads efficiently, safe and keeping its

quality by continuously adding Automatic Toll Booth (GTO),

Traffic Information Signs(VMS), CCTV and fulfillment of

minimum service standards (SPM).

On the financial performance, the Company recorded the

Operating Revenue amounted to Rp 16.661 billion, increased

69.18% compared to the achievement of operating revenues

in 2015 which amounted to Rp 9.848 billion.

The net profit reached Rp 1.889 billion, grewed 28.8% over

the previous year net profit of Rp 1.466 billion. Efforts being

made to develop the Company are proved to be positive as

seen from the Company’s assets that amounted to Rp36,724

billion, growing by 15.17% compared to assets in 2014 which

amounted to Rp31,857.95 billion.

buSineSS ReVenue (in Rp trillion)

2015

9.85

10.7

32016

InnOVatIOn In ECOnOMIC PErfOrManCE

a. Increased People Economic Value

The presence of the highway provides indirect positive

impact that can be received and perceived by the public.

The positive impact such as increased economic value

and social welfare.

The presence of a highway in a region become a feature

of economic development in the region. It serves as a

supporting infrastructure in the acceleration of logistics

and service distribution, toll roads will also accelerate

growth in a region.

However, the presence of toll roads for the communities

around the toll road can be a challenge of change,

not a few people looked at the highway as a source

of pollution, a barrier between the areaa which were

previously accessible, etc.

Therefore it requires approaches and sosialization

to the public about the presence of the toll roads for

them, as a result while building highways beside the

required preparation of Environmental Impact Analysis

(EIA), socialization to the community around projects or

highways is also necessary. As the company did in the

development of Manado-Bitung toll roads, Jasa Marga

performed various CSR activities as well as socializing

to all elements of society to support the smoothness in

building toll roads.


GRi G4 Core index



Company Profile




Various activities that have been done such as; provide

assistance and infrastructure development for the

neighbourhood around the highways plan, and some other

different activities.

a. FinancialAspect:rightissue/bond

Building toll roads require huge costs. In order for the

construction of new toll roads able to run smoothly

without disturbing the cashflow of the company, the

company conducted a variety of financial engineering,

among them is conducting right issue.

Right Issue which is undertaken in this 2016 is intended

to obtain fresh funds in addition to government aid, which

will be used to build new toll roads.

Distribution of Economic Value

As one of the companies that manage public services,

especially in the management of toll roads business, the

Company is required to provide the best services.

In providing the best services to meet the interests of

highway users (stakeholders), the Company is sometimes

faced with several problems and obstacles such as land

acquisition process, climate change which will lead to

flooding and road congestion, especially in Jakarta. This is

certainly quite an impact on the achievement of both toll

revenues and financial performance of the Company. To

overcome these constraints, the Company continued to

make initiative of solutions both internally and cooperating

with other parties.

In the midst of the resolution of those constraints, Jasa

Marga keeps providing economic value distributed to

stakeholders. This is a significant aspect for the Company

and was a clear evidence of the commitment of Jasa Marga

in providing added value for all stakeholders.

retained & Distributed Economic Value [G4-EC1]

no Descriptionamount Per 31 December (in rp billion)

2015 2016

I DIrECt ECOnOMIC VaLUEToll Roads and Other Business Revenue 7.630,68 8.832,35Construction Revenue 2.217,56 7.829,05total revenue of Direct Economic Value 9.848,24 16.661,40

II ECOnOMIC VaLUE DIStrIBUtIOnPayment To Suppliers 1.649,71 1.926,85Payment To Employees 1.585,76 1.928,88Payment of Joint Operation Expenses 294,22 170,93Payment of Overlay Fees (Operations) 289,33 249,75Payment of Tax 1.015,08 1.168,70Payment of Interest 993,23 1.410,26Payment of Dividend 491,20 293,27Total of Economic Value Distribution 6.318,53 7.148,64

III rEtaInED ECOnOMIC VaLUE 3.529,71 9.512,76

Contribution to the State

As one of the SOEs, a form of a direct contribution to the state including the Non-Tax Revenue (PNPB) and various types of

taxes in accordance with legislation. Tax payments have been fulfilled to the state treasury for 2016 reached Rp 1,168.70

billion, an increase of 44.58% compared to the payment of taxes in 2015 which amounted to Rp 1,015.08 billion.

In addition to the payment, direct financial contributions directly paid to state is the dividend. This is because the Government

of Indonesia is the major shareholder with 70% ownership composition. In accordance with the RUPS’ decision on the use of

profit of fiscal year 2015 and 2014, respectively the dividend distribution were Rp 293.27 billion and Rp 491.20 billion. As for

the dividend payments to the state for profit of financial year 2015 and 2014 were Rp 293.27 billion and Rp 491.20 billion.

Thus, the overall number of Jasa Marga contribution to the state that was paid in 2016 amounted to Rp 1,461.97 billion,

or 97.06% of the company’s contribution to the country in 2015 amounted to Rp1,239.20 billion. In realizing all operational

activities as in previous years, Jasa Marga does not receive direct aid from the state.









innoVation FoRCuStomeR SatiSFaCtion


GRi G4 Core index



Company Profile




Customer satisfaction index workshop









InnOVatIOn fOr CUStOMEr SatISfaCtIOn

Prioritize Customer Satisfaction

The Company puts customer satisfaction as a fundamental

and important aspect. Safety, comfort and smoothness on the

toll roads for toll roads users is the Company’s commitment to

achieve customer satisfaction..

Jasa Marga continues to make efforts to meet customer

expectations as one of the stakeholders who have a major

role in ensuring the sustainability of the business, through

improving the quality of service and ease of access to

information, quality care of the highway, settlement of all

customer complaints and implementation of customer

satisfaction surveys. Safety, comfort and smoothness on the

toll road for toll road users is an important concern as well as

the Company’s commitment to achieve customer satisfaction.

The Company’s main priority in providing the best service to

customers is summarized in the strategic steps as follows:

1. Increase the speed of the transaction in order to reduce

queues at toll gates.

2. Streamlining traffic through service capacity

improvement and the provision of traffic information in

real time in order to reduce travel disruptions.

3. Improving the quality of construction of roads, bridges

and buildings for operational complement.

Management Policy on road User Safety

Jasa Marga as a company that focuses on toll road industry,

has had a minimum service standards (SPM) established

by Regulation of the Minister of Public Works No. 16/

PRT/M/2014 dated on October 17, 2014 on Minimum Service

Standards to be achieved by Toll Road Enterprises in order to

improve services to users of the toll roads..

To meet the SPM and provide comfort and safety to the

toll road users (customers), The Company issued a policy

through a decision of the Board of Directors of PT Jasa

Marga (Persero) Tbk. namely Circular Letter No. 14 / SE-DIR

/ 2015 dated May 21, 2015 on Guidelines for Compliance

Measurement of Toll Road Minimum Service Standards (SPM)

and Policy of Board of Directors No.111/KPTS/2011 dated

June 24, 2011 on Guidelines for Excellence Service in PT

Jasa Marga (Persero) Tbk Environment. [G4-DMA]

In order to improve the service to toll road users as

customers and for the fulfillment of the SPM, the Company

launched the following initiatives:

Service Strategy & Implementation 20166

Service Strategy Implementation

Improving the accuracy of toll revenues in order to achieve zero loss by enhancing the security system of toll revenue which is conducted in stages with priority in branches that have high volume of traffic and substituting toll equipments that are older than 5 years.

1. Increasing GTO Entrances, Exit Boothes and GTO E-Toll

2. Installing CCTV, RTMS, TCT, ALB, magazine train inside the boothes

3. Adding toll equipments

Creating smooth, safe and comfortable toll roads through modernization of operational technology with application of technology on toll road sections with high traffic volume and improve traffic information service center and easily accessible complaints and always real time.

1. Provision of operational technology (CCTV, VMS, RTMS, Optic Fiber)

2. Provision of operasional supporting equipments (communication radio, speed gun, retroelectometer, moving roller, fire extinguishers)

3. Repainting road markings for GTO special lanes and procurement of GTO portal installation

4. Zero Potholes and preventive maintenance

5. Scrapping-Filling-Overlay (SFO) Program preferably in locations with load repetition and or the extent of critical damage (road conditions)

6. Prioritizing capacity building program on toll roads with v/c ratio approaching 0.8 based on PPJT


GRi G4 Core index



Company Profile




Service Strategy Implementation

7. Modernization of the use of appropriate and innovative operational technology with the use of materials with high economic value to support the efficiency and effectiveness of maintenance and ensure availability of the function and means of supporting / complementary for toll roads in order to maintain security and safety in accordance with the terms of the SPM corridor

8. Toll Roads Aesthetic Enhancement Program

9. Responsive to the efforts of conservation of nature through highway reforestation in order to support the reduction of carbon emissions and the use of green technology and green construction

Overload Vehicle Operations

In addition to improving the service quality of the toll road,

the Company executes an integrated operation called

Overloaded Vehicles Control in collaboration with the

Department of Transportation and the Police. Overload

vehicles are netted on the operations performed by each

branch with various time (5-7 days).

The objective of this operation was to create a culture of

orderly traffic, to ensure the toll roads smooth, safe and

comfortable for the riders. Overloaded heavy vehicles

become the target of the operation, because the vehicle often

cause damaging impact to the pavement and also hampering

the traffic because it runs with underspeed velocity.

Overload Vehicle Data (in units)

no Branch Descriptionnumber of Vehicles (Overload)

2015 20161. Surabaya Gempol 20 329

2. Cawang Tomang Cengkareng - 98

3. Cabang Jagorawi 248 280

4. Cabang Palikanci 104 2555. Cabang Jakarta-Cikampek 451 472

6 Purbaleunyi 159 437 Semarang 83 103

8 Belmera 1 19 Jakarta Tangerang 217 -

ZeroPothole(SmoothRoadsWithoutHole)

In serving the road users, Jasa Marga always make sure the highways are in good shape and comfortable to pass on. Various

executed construction service programs such as zero pothole (no holes), scrapping filling and overlay; routine maintenance

carried out by Jasa Marga to maintain the condition of the road always in a state of high performance. Moreover, the widening or

capacity expansion are implemented to keep the travel speed of road users is maintained.

Jasa Marga ensures in the operation of the toll road to always meet minimum service standards (SPM), which includes substance

services such as the condion of toll roads, average travel speed, accessibility, mobility, safety and rescue unit and relief services.

Based on the study of the Company, the holes that appeared on the highway are not only because of the high rainfall, but also

supported by other factors such as toll road equipment old age and the load of vehicles passing over the set maximum limit; over

10 tons, so it is not compatible with the current use of roads which were built only for vehicles under 10 tons.









The Company and its subsidiaries continue to develop and

innovate in solving problems of the hole on the highway as

the slogan “Zero Pothole”. Since 2015, the Company has

been closing the holes with methods of Cold Mix asphalt and

Hot Mix asphalt. This method is used in accordance with the

ho;es conditions which were found and also road conditions.

Safety assurance for road Users

The Company continues to maintain the quality of the roads

in order to maintain the comfort, safety and smoothness on

the toll roads and at the same time guarantee the safety of

toll road users. Below are of the initiatives undertaken by the

Company among others:

1. Scrapping filling Overlay (SfO)

Scrapping Filling Overlay (SFO) is a highway maintenance

activity which is done to keep the asphalt of toll road

remains at good condition. In 2016, the Company has

conducted SFO to maintain the quality of the toll roads

scattered across all lanes managed by the Company.

SFO fund for toll roads in 2016 was Rp 292.75 billion.

2015

299.

19

292.

75

2016

toll RoaD peRioDiC maintenanCe FunD (SFo)(in Rp billion)

2. toll road Lighting

In 2016, electronic equipments of toll roads in the form of

toll road lighting encompasses 13,631 locations of PJU

lamps with LED lights usage as many as 5,768 locations.

3. Gates Capacity Improvement

Improvement of services to meet the needs of traffic

volume service continues to increase. The improvement

of services focused on the modernization of the operating

system and capacity of the gates. Modernization is done

by continuing to add Automatic Toll Gates (GTO) and

improve the access to traffic information services in real

time.

Information access and toll road Service

In order to increase the toll road users’ satisfaction, the

Company continues to develop and refine the system of

information services, transaction and construction. Related

to service-related information, the Company improved its

full range of services to facilitate access to information for

highway users.

Jasa Marga provides access for customers who filed a

complaint for a discrepancy between the standard of product

information service and standard of customer’s wishes

through the Jasa Marga Traffic Information Center (JMTIC).


GRi G4 Core index



Company Profile




Jasa Marga traffic Information Center (JMTIC)

Butuh Informasi Jalan tol?

JaSaMarGa traffIC InfOrMatIOn CEntEr

www.jasamarga.com

As a means of providing product information services that

support the security for customers, Jasa Marga has an

information center, namely Jasa Marga Traffic Information

Center (JMTIC) which is a medium of communication for

the users of the highway. JMTIC will take note and follow up

questions and complaints of road users.

Product information services provided through JMTIC are

accessible to the public, especially road users through four

channels of media including:

1. Website: www.jasamarga.com

As a public company, the Company is required to appear

with continually increasing positive image. Besides, the

demands of information openness of the company that

is fast, precise and accurate is one of the characteristics

of public company. To achieve this, the Company already

has online media and information socializing that support

the company’s communication strategy, that is www.

jasamarga.com.

2. Social Media: twitter @PtJaSaMarGa

With the increasing need for toll road users on the

updated current traffic conditions and to improve

services to users of the toll roads, in addition to providing

Call Center Services, JMTIC also provides access to toll

road users through twitter @PTJASAMARGA.

Currently, @ PTJASAMARGA twitter account is controlled

by a twitter operator integrated with JMTIC work unit.

The incoming informations are divided into several

categories, namely:

a. Request of traffic information condition

b. Request of staff assistance

c. Giving traffic information condition

d. Pengaduan/critics

e. Suggestions

Currently @PTJASAMARGA twitter account provides

information on traffic conditions every 20 minutes. By

2016, the number of twitter followers of Jasa Marga

reached 241,374, an increase over the year 2015 which

were at 160,789 followers.

2015

160.

789

241.

374

2016

numbeR oF tWitteR FolloWeR 2016

3. Closed-Circuit television (CCtV)

To obtain visual information of traffic conditions on the

toll roads in real time, the Company provides the facility

of CCTV monitoring applications on toll lanes which

can be accessed via the browsers of cross-operating

system (inter-platform). For desktop computer users of

various types of operating systems, including Microsoft

Windows, Apple MacOS or Linux, can access the CCTV

on m.jasamargalive.com.

As for users who use devices such as Google Android,

Apple iOS and Blackberry, can access the CCTV on

m.jasamargalive.com. This is done so that users can

access the highway data that provided by the Company

with a wide range of the latest computers and devices.

In order to maintain and improve the quality of traffic









information presentation service in real time, in 2016 the Company conducted routine maintenance and optimization of

the increase of streaming capacityt by improving the server.

4. Variable Message Sign (VMS)

In order to raise awareness of the JMTIC call center, the Company actively socialize to toll road users through advertising

in online media (www.detik.com) and Variable Message Sign (VMS).

Flowchart of customer communication through JMTIC can be explained through 4 Flow Chart of customer communication

as follows.

Customer(Toll Road Users)Finish

1

4

3

2

Complaints Suggestion

Ka Shift CCTVLAN ChatRTMS

Give information Request help Ask information

Branch ManagementRepresentativeCustomer

ServicesOfficer

Start

Use of Information Channels and Customer Complaints

Throughout 2016, the number of incoming phone calls are as

many as 417,199 calls, declining 16.60% from 2015 where

we received a total of 500,211 calls.

Data JMtIC Channel Users

no. Status 2015 2016

1. Give Information 1,775 725

2. Request Assistance 5,429 6,560

3. Ask for information 492,376 409,287

4. Complaints 568 599

5. Suggestion 63 28

TOTAL 500,211 417,199

Customer Satisfction Survey [G4-PR5]The Company has a high commitment to fulfill the

responsibility to toll road users as consumers. One of them

is through customer satisfaction surveys that are regularly

conducted every year.

Customer satisfaction survey is carried out by using a

questionnaire to the respondent. The survey was conducted

to gauge perceptions of stakeholders on the quality of

services and other information, among others:


GRi G4 Core index



Company Profile




• Knowing a customer profile both based on customer

characteristics (socio-demographic) and the

characteristics of mobility;

• Knowing customer behavior related to toll road services;

• Getting customer perception and the types of services

including to learn the reasons of customers using toll

roads and the needs and wants of toll road users to the

services Jasa Marga;

• Measuring customer index, that is index of customer

satisfaction and dissatisfaction, priority of customer

needs, priority for improvement, speed of response and

resolution of customer complaints, and customer loyalty

index;

• Measuring the effectiveness of media to communicate

with customers in 2016.

Based on the Toll Road Customer Satisfaction Survey Results

2016, the Toll Road Customer Satisfaction Index of the

Company was 4.56 in a scale of 1-6.

Jasa Marga is committed to implementing the customer

satisfaction program by doing campaign on the importance

of Service Excellence with the highest priority on the safety

aspects of workers, work areas, equipment and environment.

This commitment is carried out with following strategic steps:

1. Increase the speed of the transaction in order to reduce

queues at toll gates.

2. Streamlining traffic through capacity building services and

the provision of traffic information in real time in order to

reduce the travel disruption.

3. Improving the quality of construction of roads, bridges

and buildings for operational complement.

Service to the Customers during the flows of Idul fitri,

Christmas and new Year homecoming traffics

In facing the of homecoming traffics of Idul Fitri, Christmas

in 2016 and New Year in 2017, the Company made efforts

to ensure the smoothness, security, and traffic safety. This is

done as the Company’s commitment to continue providing

excellent service to road users. Some other things that have

been done are as follows:

1. Engineering of the Homecoming Traffic Flow by imposing

a contra flow on some toll lanes that are congested by

traffic volume.

2. Optimization of transaction services by adding operation

gates and changes in transaction mechanism.

3. Improving information services via twitter @

PTJASAMARGA and Jasa Marga Traffic Information

Center (JMTIC) so that road users can obtain information

about traffic conditions along with traffic service request

such as cranes, ambulances, and toll road patrol service

by contacting the JMTIC Call Center’s phone number at

14080.

4. Integrated Services Post Command to monitor the state

of back and forth traffic flow on the toll roads that is the

main path of traffic during Idul Fitri, Christmas and New

Year homecoming trips.

5. Safety campaign to support the smoothness, security,

and traffic safety. Safety campaign is done by submitting

informative messages to road users through the

installation of banners and Variable Message Sign (VMS).

6. Adequate Rest Areas and Services (TIP).

7. Integration of Toll Roads of Jakarta-Cikampek,

Cipularang, Padaleunyi, and Cipali (Cluster 1) and

Integration of Toll Roads of Segment Cipali, Palikanci,

and Kanci-Brebes (cluster 2) as an improvement of

service transactions to road users.

8. Operating of Parking Bay in prioritized locations of

Jakarta-Cikampek toll lanes.

9. Emergency Polyclinic (free) available in Rest Areas &

Services (TIP) on Jakarta-Cikampek and Purbaleunyi Toll

Lanes.









innoVaSion onenViRonmentalmanaGement


GRi G4 Core index



Company Profile




SOE Minister in the event of planting 10,000 trees in the Jakarta-Cikampek toll road.









Protect the ecosystem and the environment by considering

the impact of the operations has been the main commitment

of the Company. That’s because environmental sustainability

is an important factor in carrying out operational activities.

Efforts to improve the positive impact and reduce the

negative impact of these business activities are the focus of

the Company.

Synergy with all stakeholders is required to participate and

contribute in maintaining environmental sustainability. Jasa

Marga together with all its subsidiaries continue to contribute

to protecting the environment through risk mitigation as a

result of operational activities both directly and indirectly.

One of Jasa Marga’s great attention to environmental

sustainability is forestation of toll road by planting trees

such as mahogany, tamarind, acacia and other trees. The

Company expects that this simple step can be an inspiration

for all community members to work together and make a real

contribution to the environment.

The commitment and seriousness of the Company in

the management of the environment has resulted in the

recognition of the community with a variety of awards

received related to Corporate Social Responsibility (CSR) on

environmental field.

EnVIrOnMEntaL MaIntaInInG COMMItMEnt

Jasa Marga ensure that in carrying out its activity of toll roads

management is in compliance with the legislation in force.

Related to the environment, the Company has formulated

an Environmental Management System (EMS) as a form of

commitment and a management approach to environment

that refers to Law No. 32 of 2009 about the Environmental

Protection and Management and Government Regulation No.

27 of 2012 on Environmental Permits, as well as the Minister

of Environment Decree No. 45 of 2005 on Guidelines for

Preparation of the EIA.

The Company’s high commitment to environmental

awareness is set out in the policy of Board of Directors of PT

Jasa Marga (Persero) Tbk, such as:

1. Circular Letter of Directors No. 18/SE/2010 on Energy

Saving and Environmental Preservation containing:

a. Energy savings through the usage of new

technologies that can reduce energy consumption.

b. The use of products that refer to eco products

(environmentally friendly products).

c. Inventory of number of trees which will be replanted in

each project activity.

d. Planting trees as a result of necessary tree loggings.

2. Decree No.165/KPTS/2013 on Guidelines for

Environmental Management System (SML) which is

aimed at preventing pollution and / or damage to the

environment surrounding the Company’s business,

keeping cleanliness and preservation of the environmental

fucntions.

Targets expected by the Company towards implementation

of SML policy are:

1. Creation of an environment that is green, healthy, clean,

beautiful and has good quality in the Company’s business

environment;

2. The fulfillment of the ecosystem in the Company’s

business environment, and;

3. Achieving the satisfaction of customer and stakeholders.

The priority of SML program is the establishment of a culture

of discipline towards the Clean Green and Healthy. To

measure and monitor the achievement of the targets on their

commitment to the environment, the Company has set up a

Road Map for the Environmental Management System as a

reference of implementation of various activities related to the

environment.


GRi G4 Core index



Company Profile




Environmental Management System road Map (SML)

AWARENESSFRAMEWORK

DISCIPLINE

HABITCULTURE

• Management/ Employee Regulation and SML Concept

• Preparation of Policy

• Regulations Preparation of Organization

• Preparation of Procedure & Work Instruction (formulir)

• SML Carried out according to

Regulation with supervision• SML implementation• Quick &

accurate Report • Policy Review

• SML held with awareness and become custom

of all employees & society in company

environment

• SMI becomes the demands of

the company, employees and addressed responsibily

• Environmental Re-identification

• System Improvement

• Periodic Audit Program

• Periodic / routine inspections

• Reward & punishment

• Full & on time reporting

• Periodic Inspection Program

• ISO14000 Certification

• Periodic Audit Program

• Reward & punishment

• A complete and on time Reporting

• Periodic Inspection Program

• Perpetual Awareness & socialization

• Maximized SML Kompts.

• Prevention Actions & Environmental Reidentification

• Monitoring / Evaluation

• SML Improvement• ISO14000

Certification (gradually)

• Socialization• Development

Program• Trials application• Setting up

HR with SML competency

• Conduct bench marking

• Kick Off SML Program

• Make Manual& Procedures

• Introduction Training

• Formed a team• Conduct

environment identification

2013 2014 2015 2016 2017

Imp

lem

en

tati

on

Pre

pa

rati

on

tarGEt

Jasa Marga implemented the Environmental Management Program and Environmental Monitoring as the

company’s commitment to preserving the environment. Implementation of the program is tailored to the

recommendation of the environmental management document (Amdal and RKL-RPL) on any highway

construction projects that are always preceded by the implementation of the EIA and RKL-RPL.

The Company continues to make maximum efforts to reduce the impact of the construction of toll roads projects.

Impact in each development is made sure according to parameter criteria of standards quality issued by the

Ministerial Decree of Environment, of local government and other relevant government regulations.









Energy Consumption

Utilization of energy used for supporting operational

activities. Jasa Marga’s operational activities can not be

separated from direct and indirect energy consumption.

Direct energy consumption from primary energy sources

consist of diesel and gasoline (premium and pertamax).

Both types of energy sources are used as an energy source

for operational vehicles and vehicles transporting highway

material. Operational vehicles are using pertamax and

premium fuel, while the heavy equipment, generators, etc use

diesel fuel.

The Company realizes that the source of energy used in

the process of operational management of toll roads, is

generally non-renewable sources. Therefore, on an regular

basis Jasa Marga continues to make efforts to reduce this

energy consumption by improving the efficiency and seeking

alternative renewable energy sources. The following data is

information on the use of primary energy sources. [G4-DMA]

Primary Energi Source Consumption (Company) [G4-EN3]

Energy Source

Units 2015 2016

Solar litre 21.325,75 177.759,00

Premium litre 392.882,76 1.452.974,12

Pertamax litre 1.137.201,34 673.503,47

Dex litre 970.837,50 1.731.294,45

Jumlah litre 2.522.247,35 4.035.531,04

To the use of primary energy sources, the Company has

been calculating the conversion of the energy used and CO2

emissions. The following data is conversion of energy used

and CO2 emissions.

Energy Conversion [G4-EN15]

Energy SourceEnergy

Conversion2015 2016

Solar GJ 2,385 19.88

Premium GJ 387.76 1,434.03

Pertamax GJ 94.7 56.09

Dex GJ 75.77 135.12

Jumlah GJ 560,615 1,645.12

CO2 Emission (Company) (G4-En15)

Energy Source

CO2 Emission 2015 2016

Solar kg eq CO256,910.11 474,369.4

Premium kg eq CO2953,284.34 3,525,472.8

Pertamax kg eq CO22,553,464.79 1,512,280.5

Dex kg eq CO22,059,101.98 3,671,996.4

Jumlah kg eq CO25,622,761.22 9,184,119.14

In the operations management of toll roads, in addition to

using indirect energy, the Company also utilizes indirect

energy. Indirect energy is electrical energy supplied by

PLN. The utilization of this energy is to meet the needs of

headquarters, branch offices, toll booth lighting and lighting

around the operational facility.

During 2016, the use of electrical energy reached

52,140,121,475 KWh or equivalent to 187,704,437.31

gigajoule, while the electrical energy consumption in

2015 amounted to 53,536,152,204 KWh or equivalent

to 192,730,147.93 gigajoules. Here’s electrical energy

consumption data.

Electric Energy Usage (CompanyInformation Units 2015 2016 Electrical

Energy Saving

PLN Electric KWh 53.536.152.204 52.140.121.475 1.396.030.729

GJ 192.730.147,93 187.704.437,31 5.025.710,62

Energy Saving [G4-En6]

The Company realizes that the need for raw materials in the

form of non-renewable energy sources can not be replaced

yet in this reporting period. However, to keep contributing

to the environment, Jasa Marga seeks earnestly in the

managing of energy resources so that they are effective and

efficient. Some of the electrical energy-saving initiatives

undertaken are as follows:

1. The use of street lighting (PJU) using LED lights as many

as 5,768 locations for electric energy savings.


GRi G4 Core index



Company Profile




2. Energy saving AC Replacement Program Program

penggunaan also the adjustment of AC temperature

based on Company provision and policy of turning off

lamps which are not used.

3. Green Building Concept

Jasa Marga complex of office buildings newly designed

to reduce / reduce energy use by up to 30%. Where the

work space can receive external light / solar maximum, as

well as using the air conditioner with the latest technology

which is friendly and more energy efficient.

4. Installation Program of Solar Power Plant (PLTS) in Office

Building Complex of Jasa Marga (Persero) Tbk, which will

save energy because it is more environmentally friendly.

LED lights usage initiatives in PJU has contributed

significantly to saving electric energy consumption. While

electrical energy savings during 2016 compared to 2015

amounted to Rp 1,396,030,729.

PJU LED Lights in Jasa Marga toll road

toll LanesLED Lights

2015 2016

Jagorawi 543 567

Dalam Kota-Bandara 43 382

Jakarta-Tangerang 0 1.053

Jakarta-Cikampek 0 628

JLJ 0 0

Purbaleunyi 780 778

Palikanci 306 366

Semarang 95 424

Surabaya-Gempol 1.295 1.325

Belmera 100 245

air Emissions Pollution Control

In order to control pollution and greenhouse gases (GHG),

Jasa Marga continues to perform a variety of initiatives, in

addition to energy usage saving which is already running.

Seriousness in reducing greenhouse gas emissions are

realized through the use of fuel with a higher octane value in

operational vehicles. Emissions of exhaust gases released

by the fuel with a higher octane rating is considered more

environmentally friendly.

Jasa Marga also gives attention to efforts to control

the emission of potentially containing ozone depleting

substances (ozone-depleting substances / ODS). Emission

sources that could potentially be ODS is the usage of freon

made from chlorofluorocarbons (CFCs) in air conditioning

equipment and the use of halon for fire extinguisher

(APAR). To that end, Jasa Marga realizes the replacement

of refrigerant in air conditioning equipment with more

environmentally friendly refrigerant. [G4-EN19]

Other inisiatives to lessen CO2 air pollution from the exhaust

of toll road users. Perseroan executed the conservation of

bintaro trees planting and reforestation programs around

the toll roads. The presence of those treees becomes

important due to their contribution in potential uptake of

karbondioksida (CO2) including in GRK.

As efforts to reduce air pollution, the Company is monitoring

the condition of the air in all major operational areas. The

monitoring results show that the measured parameters are

always under the provisions of the environmental quality

standards established under the regulations. Monitoring of

the quality of the environment is a form of implementation

of social responsibility of the Company. Based on the

monitoring results, the main source of air emissions comes

from the exhaust from fuel burning of highway users’

vehicles. Here are the results of monitoring of air emissions

around the toll roads.









result of air Quality Observation 2015

raw thresholdCO SO2 nO2 Debu

30,000 900 400 230Palikanci 1.145 43.97 16.6 85.65Semarang 8,475.58 7.223 4.64 257Jagorawi 6649.75 268.545 155.915 206.21Jakarta-Tangerang 6301 64 150 227Jakarta-CikampekBelmera 17 154.35 72.22 143Purbaleunyi 653.7 16.2 37.2 95.5Surabaya - Gempol 11.4 0.008 0.406 0.346

CTC 1,0097 265.5 163.5 228.5

result of air Quality Observation 2016

raw threshold

CO SO2 nO2 Debu

30.000 900 400 230

Palikanci 1,145 26.8 22.1 98.9

Semarang 3507.1 20.54 15.5 246.3

Jagorawi 4407 10.95 40.75 339.08

Jakarta- Tangerang

6,506.75 231.75 180.5 185.4

Jakarta- Cikampek

7,564.75 319.63 186.6 230.13

Belmera 248.52 142.51 77.03 116.4

Purbaleunyi 944.95 17.18 33.87 93.09

Surabaya- Gempol

0.400 4.16 995

CTC 7441 298.67 172.3 0.32

Water use

Generally, the use of water is for the operational activity for

workers’ need, mainly Office Household Needs (RTK). The

use of water is applicable to Head Office, Branches, and

operation units. Water in Jasa Marga is supplied by PDAM

and ground wells. Related to water obtained from ground

wells, Jasa Marga conducts observation and monitoring to

ensure that taking and utilizing water do not disrupt the water

source. Data of water fee payment is as follows.

Water use (Corporate)

Source Unit 2015 2016

PDAM dan Tanah Rp 2,950,837,952 3,244,148,138

Charges for water in 2016 increased from that of 2015 due to

new building construction in the Head Office. Jasa Marga has

applied simple Wastewater Processing Installation(IPAL) as a

method in recycling wastewater. The recycled water is used

for limited needs such as washing operational cars and plant

watering, while the rest is distributed tothe water conduits

connected to the nearest water agent.

Susukan Bridge, Semarang-Solo Toll Road.


GRi G4 Core index



Company Profile




Another initiative in the effort of water conservation is the utilization of open areas around the Head Office building, supporting

offices and operational units that are away from toll road construction to be water infiltration areas. Biopori holes are installed

in water infiltration areas as medium of rain or runoff water permeation to the ground, so that the ground water level can be

maintained.

Impacts and Opportunities of Climate Change (G4-EC2)

The Company realizes that extreme climate change affects the operational activities of Jasa Marga. Therefore, the Company

takes initiative and efforts to decrese the negative impacts on toll road operational and service activities. The impacts

commonly cause damage on toll road due to the flood, high rain intensity and landslide that disturbs the traffic. Jasa Marga

has conducted mitigation of the effects of climate change on conducting additional construction so that the risk of damage on

the toll roads under management can be avoided, or even the risk of basic repair for the damage caused by extreme climate.

The effects of climate on the condition of Jasa Marga toll roads:

no Section treatment remarks

1 CTC - Flood management in Grogol street cutoff: Elevating 0.5 m top point of road above the local flood peil (executed in toll road construction phase)- Management on preventing fluvial and sedimentation process and

increasing the number of drainage conduitsas well as periodically dredging the water tunnels and swamps, building drainage conduits in the left-right side of the road, reducing construction hoarding, keeping the ratio of open areas and buildings based on spatial afforestation development in the banks of industrial area and areas bordering with swamps.

Flood Handling

2 Jagorawi Building toll road drainage system with the following details: 1. Water tunnels (pipe culvert) = 12,127.48m22. Water tunnels (box culvert) = 1,620.48m23. River stone installation conduits = 21,175.00m24. Open ground conduits = 16.334,00m25. Land embankment = 110,00m2Anticipation efforts for water puddles in toll road that have been

implemented are:1. Covering them by ex-scrapping materials to return the condition2. Creating water channel to return the condition 3. Creating water channel and covering it with soilto return the

condition4. Creating water channel or cleaning water conduits to return the

condition5. Not yet handled, so that the road expansion project and LRT

construction are not finished yet.

Flood Handling

3 Jakarta-Cikampek

- Modification of drainage system - Maintenance and drainage conduit expansion along toll road, such

as: • Cleaning, dredging, and water channel making in the median

canal • Short-term handling by periodically cleaning garbage in toll road

canals • Making waste net (screen) to limit waste in canals • Canal cleaning

Flood Handling









no Section treatment remarks

4 Jakarta-Tangerang

- Building drainage conduits that comply with technical requirements and water tunnels (box culvert) with conduit profile suitable with runoff debit.

- Planting green line in Open Green Space (RTH) which can replace vanished water infiltration

- Building gutters/water channels and other measures to smooth and contol water debit and to normalize drainage conduits

- Maintenance of drainage conduits/water tunnels/box culvert by dredging mud and sediments, cleaning drainage conduits covered by grass/weed, and normalization of conduits

- Building infiltration wells with biopori construction- If the drainage conduits are lower than receiving water body, a

valve (butterfly) should be installed and wells with pumps for drying process should be made especially in rainy season.

- Arranging community counseling onmaintaining drainage conduits and flood and runoff handling, as well as education to not connect drainage conduits of settlement area with toll road drainage conduits.

- Building infiltration wells, by biopori construction in the house yards near toll road.

Flood Handling

5 Palikanci Maintenance of drainage by regularly cleaning it from waste, weed, and sediments.

Flood Handling

6 Purbaleunyi - Drainage conduits dredging - Improvement ofboxculvert- Conduit normalization, building and repairing side canals in

Purbaleunyi toll road- Planting trees and decorative plants

Flood Handling and Afforestation

7 Surabaya - Plating shade tress along Rumija - Managing toll road and toll gate traffic - Measuring air quality (dust, CO2, NOx, SO2, NH3, O3) by taking

samples in the appointed spots in Porong-Gempol toll road segement

- Regular checking on the smoothness of card machines

Air Pollution

8 Semarang Building water conduits and conduit cleaning Flood Handling

9 Belmera - Building drainage conduits based on technical needs.- Maintenance of drainage conduits to prevent puddles caused by

clogged drainage- Building pipe drainage system (water tunnels) with technical

number and specifications to smooth water puddles around toll roads.

- Maintenance of drainage conduits around toll roads.

Flood Handling


GRi G4 Core index



Company Profile




toll road afforestation and Environmental Conservation Toll road afforestation and plant conservation program is a realization of the Company’s contribution in preserving nature

which in turn would have positive impacts to the environment and help overcome global warming and climate change.

Toll road afforestation is one of the efforts in mitigating environmental changes by planting trees around the toll roads in 2016,

among others are mahogany, tamarind /rain tree, bougeville, and other trees.

toll road Branch/Segment

number of trees type of tree Planting Locations

2015 2016

Jagorawi

7,685

16,832

Kembang Merak, Rose Periwinkle, Palm Putri, Agave, Bougenville,Mahoni,Spatodea, Ketapang Kencana,Rain tree,Glodogan Tiang,Damar

Bogor Median 40+200 - 43+400, KM 7+000 s/d 14+500 A, KM 36+800A , KM 32+200 B, KM14+500 s/d 20+000 (Median), KM 8+000 s/d 14+500(Median),KM 19+500 s/d 16+000,KM 26+800-23+500 B, 31+000 B - 12+500 B, KM 33+400 S.DKM 29+000 B,KM 12+200 - 12+600 A (Ps. Munjul), KM 29+200 B dan KM 20+200 B

Jakarta - Cikampek

- 15,771 Rain tree, Mahogany, Damar, Akalisus,Kalpataru, Ketapang, Bintaro, Kemiri Sunan, Rasamala, Kayu Afrika

KM 23+000 – KM 70+000

Cawang- Tomang- Cengkareng

- 950 Oliander, Tavetia Toll Road median in Cawang-Tomang-Cengkareng

Semarang 1,000 1,150 Breadfruit, Mango, Water Guava,Durian, Mahogany, Sengon

Km 00 + 200 section A line B,Km 17 + 400 Section C jalur B,Lingkar Jangli,Km 08 + 300 s.d 08 + 600,Lingkar Gayamsari Arah Jangli

Belmera

2,325 2,150 Mahogany, Glodogan, Breadfruit KM 08+000 A, Interchange Mulia, along A line, toll sides around KM 2+000, along KM 11 line, KM 14+000 line

Surabaya- Gempol

1,3760

-

Mangrove, Mahogany, Rain tree, Tabe 13,760 Buya, Tanjung, Bugenville, Bintaro,Hujan Mas, Jaranan, Kana, Oleander, Red Frangipani

KM 0+00 - KM 37+00

Jakarta- Tangerang

170 200 Bougenville, Japanese Bamboo, Breadfruit

08+050 A, KM19.002

Purbaleunyi 2,9780 - Shade and decorative trees Spread along Cipularang and Padaleunyi segment

Palikanci 220 3,028 Rose Periwinkle, Ficus hillii limelight, decorative plants

GT. PLB, GT. Ciperut & Branch, 204+000 Median









innoVation to builD Quality Human ReSouRCeS


GRi G4 Core index



Company Profile




Pengarahan Direktur SDMU kepada calon karyawan Management Trainee 2016









To realize the Company’s vision and mission into a leading

company, “CHANGE OF ORGANIZATION STRUCTURE

IN HUMAN CAPITAL” has been done in integrated and

compehensive manner as a part of “CHANGE OF COMPANY

ORGANIZATION STRUCTURE”.

2016 was the foundation for the change in Jasa Marga’s

Human Capital Organization Structure and System. Based

on the result of Annual Shareholders General Meeting 2016

and Extraordinary Shareholders Meeting on August 29

2016 regarding the change of Board of Directors position

nomenclature, therefore organization improvement as well

as the divison of Board of Directors duties and authorities

were done.It is aligned with the Government program of toll

road expectation and the target of the Company’s Vision in

2017 to be the Leading Toll Roads Developer and Operator

Company in Indonesia.

Some achievements in the field of human capital

management including the implementation of employees

competence development based on Human Capital

Development Plant, the development of career management

selection model, review on employee health service sstem,

and the improvement of performance and competence

management syste, have been successfully implemented

since 2013.

In 2016, starting from the recent organization structure of the

Company, a change of human capital organization structure

has been done, in hope it will be a modal to improve the

busineess performance sustainably for long-term.

The change on the organization structure of the Company

has been regulated in Decision of the Board Number: 49/

KPTS/2016, explained one of them is the change on the

human capital organization structure.

Organizational Structure of Pt Jasa Marga

DIVISIOn OfCOrPOratEPLannInG

DIVISIOn OfrISK & QUaLItY ManaGEMEnt

tOLL rOaD SUBSIDIarIES COMPanIES

nOn tOLL rOaD SUBSIDIarIES COMPanIES

BranCh OffICE

DIVISIOn Of rELatED BUSInESS

DEVELOPMEnt

DIVISIOn Of tOLL rOaD BUSInESS

DEVELOPMEnt

DIVISIOn OfMaIntEnanCE tEChnOLOGY

DIVISIOn OfOPEratIOn

ManaGEMEnt

PrESIDEnt DIrECtOr

DIVISIOn OffInanCE anDaCCOUntInG

COrPOratESECrEtarY

IntErnaLaUDIt

DIVISIOn Of LEGaL &

COMPLIanCE

DIVISIOn Of tOLL rOaD

EnGInEErInG & PLannInG & DEVELOPMEnt

DIVISIOn OfBUSInESS

ManaGEMEnt

DIVISIOn OfMaIntEnanCE

DIVISI hUMan CaPItaL

StratEGY & POLICY

DIVISIOn Of hUMan CaPItaL

SErVICES

DIVISIOn Of GEnEraL

affaIr

UnIt JaSa MarGa

DEVELOPMEnt CEntEr

UnIt COMMUnItY DEVELOPMEnt

PrOGraM

DIrECtOr Of fInanCE

DIrECtOr OfDEVELOPMEnt

DIrECtOr OfOPEratIOn I

DIrECtOr OfOPEratIOn II

DIrECtOr OfhUMan anD GEnEraL

rESOUrCES


GRi G4 Core index



Company Profile




Organization structure of Director of Human and General

Resources (Human Capital) in 2016 consist of Division of

Human Capital Strategy and Policy, Division of Human

Capital Services, Division of General Affair, Jasa Marga

Development Center Unit, and the newest unit which

is Community Development Program Unit. The joining

of Community Development Program Unit is expected

to strengthen the Company’s Human Capital in term of

improving the relationship with the community and people

around toll roads that can support the development of the

Company.

Along with the change of organization structure, to support

the Company Vision to be the leading Company, as well as

to create positive branding, the Company also did some

changes in the work uniforms. The uniform will differentiate

the Company with the other companies, which used as the

identity for the Company. Moreover, work uniform would

ease the customers in recognizing further and closer with

the Company. As a symbol for the Company, the uniform is

also hoped to have effect for the employees wearing, such

as pride when wearing the uniform. As a Company who

keeps growing and developig, organization development

needs to adapt stronger with the external or the internal

condition of the Company, especially in the achievement of

long-term strategic plan.

The effectiveness of the Company management is also

supported with duties and responsibilities division for

all employees in accordance with the characteristic and

competence needs of each existing function. Positions

grouping in the Company consists of Structural Position

Group, Expertise Functional, Staff and Operational

Functional.

Job evaluation has been done in each existing position

in the Company to know the position value based on the

ability, process, and outcome factors.

In the management of human capital, the Company uses

the Strategic Plann of Human Resources System 2010-2022

as a guide, with development step as the graph below:

[G4-DMA]

Scheme of human Capital System Development Step of Jasa Marga

tarGEt

transisi IStrengthening HR

Foundation

2010-2013Short-Term

transisi IIBuilding

Performance

2013-2017Mid-Term

UltimateOptimizing HRCapacity for

Business Growth

2017-2022Long-Term

“LEADING”JASA MARGA

human Capital Organizational Structure of Jasa Marga

DIVISIOn Of hUMan CaPItaL StratEGY anD

POLICY

DIVISIOn Of hUMan CaPItaL SErVICES

DIVISIOn Of GEnEraL affaIrS

UnIt JaSa MarGa DEVELOPMEnt CEntEr

UnIt COMMUnItY DEVELOPMEnt PrOGraM

DIrECtOr Of GEnEraL anD hUMan rESOUrCES









human resources Development Commitment

Jasa Marga has built competency based human capital

system (competency based human resources management)

with 9 (Nine) Strategic Processes of Human Capital System

as written on the Decision of the Board No. 39/KPTS/2014

on March 3rd 2014, which consists of Organization

Design, Employee Recruitment and Selection, Training and

Development, Performance Management, Remuneration

System, Career and Talent Management, Industrial

Relationship and Integrated Post-Career Management. This

system is supported with Information Technology System as

can be seen on the graph below:

BUSInESS StratEGIC PLan

ChanGE On StratEGIC EnVIrOnMEnt & DEVELOPMEnt Of tOLL rOaDS InDUStrY

BUSInESS PErfOrManCE

SatISfaCtIOn anD attaChMEnt Of LaBOr

InfOrMatIOn anD COMMUnICatIOn anD tEChnOLOGY

CO

MP

ETE

NC

E

Labor Environment

administration and Services

CO

MM

ITM

EN

T

CO

ST

CO

NG

RU

EN

CE

Remuneration

Training and Development

Employee Recruitment and

Selection

Post-CareesManagement

Industrial Relationship

Career Management

VaLUE & ParaDIGMORGANIZATIONDESIGN

PerformanceManagement

VISIOn & MISSIOn

1

23

4 7

8

59

6

4 Pillar of hC System:1. Competence2. Congruence3. Commitment4. Cost

9 Strategic Process of hC System:1. Organization Design2. Employee Recruitment and Selection 3. Training and Development4. Performance Management5. Remuneration

6. Career Management7. Industrial Relationship8. Post-Career Management9. Administration and Servic


GRi G4 Core index



Company Profile




Employee Profile [G4-10] [G4-LA12]Here sequentially presented the employees composition based on education level, gender, age, and function.

Composition of Parents & Subsidiaries’ Employees by Level of Education in 2015 & 2016

Education2015 2016

number of People Proportion(%) number of People Proportion(%)Doctor 1 0,01 2 0,02Master 109 1,18 119 1,27Bachelor 1.623 17,57 1.951 20,81Diploma 423 4,58 426 4,54High School 6.936 76,00 6.803 72,56Middle School 21 0,23 42 0,45Elementary School 40 0,43 33 0,35Total 9.153 100 9.376 100

Employees Composition by function in 2015 & 2016

function2015 2016

number of People Proportion(%) number of People Proportion(%)Top Management 100 1,08 127 1,35Middle Management 199 2,15 236 2,52Lower Management 605 6,55 589 6,28Operational 8.249 90,21 8.424 89,85Total 9.153 100,00 9.376 100,00

Employees Composition by Gender in 2015 & 2016

age2015 2016

number of People Proportion(%) number of People Proportion(%)≤25 2.517 28,15 2.357 25,1426-30 1.021 11,05 1.357 14,4731-35 472 5,11 500 5,3336-40 915 9,91 818 8,7241-45 1.363 14,76 1.401 14,9446-50 1.502 16,26 1.523 16,24>51 1.363 14,76 1.420 15,15Total 9.153 100,00 9.376 100,00

Employees Composition by the Status of Employement in 2015 & 2016

no Description

2015 2016

total(people)

Proportion (%)

total(people)

Proportion (%)

1 Permanent Employees

Parent 4.561 49,38 4.447 47,43

Subsidiaries 3.584 38,80 4.007 42,74

2 Non Permanent Employees

Parent 51 0,56 45 0,48

Subsidiaries 957 1,46 877 9,35

Total (people) 9.153 100,00 9,376 100,00









Employee Welfare Insurance

Jasa Marga assures their emploees welfare by ensuring

the reward of minimum word is in accordance with the

legislative provisions, ensuring that their career development

corresponds with their performance, facilitate the freedom of

assocation, as well as the fulfillment of other rights.

In providing work reward, Jasa Marga understands that the

compensation and benefit given by the Commpany would

affect to the performance productivity as well as employee

turnover. Therefore, the Company sought to give the best

reward exceeding the statutory provisions corresponding

to the Company ability, without discriminating gender and

without burdening the employee work hours. There is no

compulsion to work overtime and if there were overtime

demand then the Company will compensate for the overtime.

[G4-DMA]

Employee welfare compensation consist of salary and fee,

bonus, medication, eatery, employee uniform, education and

training, leave benefits, birth allowance, profession benefits,

death/disaster allowance, overtime, house leasing allowance,

royalty.

Employee remuneration

In order to assure attractive and competitive remuneration

so it can nurture the attachment and increase the motivation

of the employees to give high performane, in 2014 the

Company restructured their employee remuneration.

Employee income arrangement was done by setting market

based salary structure as well as increase in salary and

performance incentives based on the achievement of

employee performance.

Employee salary setting was changed from years-of-service-

based using table system become performance-based by

establishing market-based salary structure, and complying

the applicable employment provision. Annual increase of

salary and incentives are based on the achievement of

employee performance. Emploee remuneration was regulated

in Decision of the Board No. 99/KPTS/2014 regarding Group

and Component of Remuneration as well as No.122.1/

KPTS/2014 regarding Permanent Employee Monthly

Compensation.

Employee rights [G4-EC5][G4-LA2][G4-LA13]

Company remuneratio PolicyPermanent Employee

Casual Employee

I. Compensation1. Remuneration: salary, allowance, bonus, overtime ü ü

II. Benefit – Fasilitas Kerja1. Work Uniform ü ü2. Work Trip Facility ü ü3. Trasnportation & Communication* ü -4. Official Residence* ü -

III. Benefit – Work Protection1. Work Environment: OHS Implementation and Associating Chance ü ü2. Law Protection ü -3. Insurance ü ü4. Health Facility ü ü5. Pension and Retirement ü -

IV. Benefit – Rating1. Career Opportunity: Formation, Promotion, Mutation, Develompent &

Education, and Third Party Scholarship üü*

*training only2. Reward: Best Employee, Merit, Innovation (KPM, PP), Loyalty, Pension ü -3. Recreation, Sport, & Art ü -4. Employees Leave, Pregnancy Leave, Sick Leave, Leave for Important

Reason, Religion, and Long-rest ü ü


GRi G4 Core index



Company Profile




Employee Welfare Program

1. Employee Social Insurance

The Company registers all emploees to be the member

of Employee Social Insurence (Jamsostek), based on

the applicable statutory provisions. Self Reserved Group

Insurance Program is for the Employees with High Risk

Operations Pension Program. Given the magnitude

of the risk of operational employees who work on the

streets, the Company provides additional benefits by

registeringthe employees whose duties and functions

should be in the field into the Accident Insurance

program.

2. Pension Program

Jasa Marga Employees are registered on the Defined

Benefit Pension Plan (PPMP) and Defined Contribution

Pension Plan (PPIP) held by Jasa Marga Pension Fund

(DPJM) established by the Company. PPMP program

followed by the employee who start to work in the

Company before July 1st 2012, while PPIP held by

Finance Instituion Pension Fund (DPLK) and followed by

the company who started to work in the Company since

July 1st 2012.

3. Health Insurance

As a support from the Company to the National Health

Insurance program which was implemented by the

Governement through Presidential Decree No. 12 Year

2013 and its Ammendment No. 111 Year 2013 regarding

Work Insurance, the Company since April 2015 has paid

the BPJS Health membership for the employees and their

family as well as for the pensions and their family.

In addition to the health insurance benefits through BPJS

Health, the Company also give benefit in form of health

facility received by the employees and pension with their

families as written on the Company regulation

4. Retirement Program

This program is given to the employees with benefit

when they retired at the normal pension age and will

receive 24 x PhDA (Insurance Basic Income), while the

employees who retired before the pension age will receive

proportional benefit based on the Company regulations.

5. Old Age Security Program (JHT) BPJS EmploymentThe

Company registered all employees into Old Age Security

Program (JHT) BPJS Employment. The JHT contribution

calculation basic is calculated from the income with paid

proportion of 2% by the employees and 3.7% by the

Company.

Employee Post-Career Management

To give comfort and security for the employees during work,

Jasa Marga give out benefit to the employees if they reach

pension age. It was done to give sustainable income post-

career in Jasa Marga. The program below are given to the

employees after the reached pension age:

1. Pension Program

In order to give sustainable income to the employees in

pension age, the Company registered their employees

into Defined Benefit Pension Plan (PPMP) and Defined

Contribution Pension Plan (PPIP) held by Jasa Marga

Pension Fund (DPJM) established by the Company.

PPMP program followed by the employee who start to

work in the Company before July 1st 2012, while PPIP

held by Finance Instituion Pension Fund (DPLK) and

followed by the company who started to work in the

Company since July 1st 2012.

2. Retirement Program

This program is given to the employees with benefit

when they retired at the normal pension age and will

receive 24 x PhDA (Insurance Basic Income), while the

employees who retired before the pension age will receive

proportional benefit based on the Company regulations.

3. Old Age Security Program(JHT) BPJS Ketenagakerjaan

The Company registered all employees into Old Age

Security Program (JHT) BPJS Employment. The JHT

contribution calculation basic is calculated from the

income with paid proportion of 2% by the employees

and 3.7% by the Company.

4. Health Insurance

As a support from the Company to the National Health

Insurance program which was implemented by the

Governement through Presidential Decree No. 12 Year

2013 and its Ammendment No. 111 Year 2013 regarding

Work Insurance, the Company since April 2015 has paid

the BPJS Health membership for the employees and

their family as well as for the pensions and their family. In

addition to the health insurance benefits through BPJS

Health, the Company also give benefit in form of health

facility received by the employees and pension with their

families as written on the Company regulation in the form

of health facilityreceived by the employees and pensionaries

along with their family as stated in the regulation of the

Company.









hr Competence Development Program

Along with the effort of the Company’s business target achievement

and increasing Employees competence and productivity, the

Company focused in the achievement of KeyPerformanceIndicator

to meet technical and non-technical competencies. Employees

competence development programs are developed through Jasa

Marga Development Center (JMDC) unit.

HR competence development program is conducted hrough training

and education program by Jasa Marga Development Center Unit

asa learning center, where during 2016, the training program for the

employees focused on the following fields: [G4-DMA]

• Employees’ technical and non-technical competencies

development in accordance with the position’s

requirements.

• Training-equal independent program, among others,

knowledge sharing, comparative study, preparing journal,

etc.

• Cadre scholarship, which is a scholarship program aimed

for potential young employees.

The number of days and attendants of the training during

2016 is as described in the following table: [G4-LA9]

realization of training and Education (Diklat) Program 2015 – 2016

no. DescriptionYear 2015 Year 2016

number person day

number of attendants

number of Program

number person day

number of attendants

number of Program

1 Toll Road Business 1,249 745 53 341 148 15

2 Highway and Traffic Engineering 443 55 7 489 71 4

3 Leadership and Culture 15,287 1,088 30 15,739 3,274 146

4 Corporate Enabler 4,321 1,651 209 3,280 1,310 175

5 Related Business 162 19 11 150 15 8

6 Beasiswa - 4 4 24 3 3

7 Program Mandiri Setara Pelatihan 11,501 9,663 325 11,079 10,374 385

Sub total 32,963 13,525 639 31,102 15,195 736

Roundtable Discussion Sistem Manajemen Risiko


GRi G4 Core index



Company Profile




Gender Equality

Policies on employment opportunity in the Company are

implemented in an open and selective manner, without

discrimination (gender, race, tribe, and religion). Career

development of employee includes employee assignment

and promotion/rotation by taking their work achievement,

capability and competency into account. Career

Management System is expressed in the Collective Labor

Agreement (PKB) by management and Worker’s Union.

Additionally, the Company gives opportunity for employees

with physical disability in motoric movement function of

hands or feet but still comply with the position requirements

within position groups of expertise functional and staff

functional.

Gender Equality in the training

no Gender of trainee 2015 2016

1 Men 9,418 10,702

2 Women 4,107 4,493

Amount 13,525 15,195

Protection on freedom of association

In the effort of creating and keeping harmony between

the Company and the employees, Jasa Marga ensured

the freedom of association for its employees within the

organization ofSerikat Karyawan(Employees Union) Jasa

Marga (hereinafter referred as SKJM) which established

since 1999, with the entire employees of Jasa Marga as its

members. [G4-DMA]

The relationship harmony between the management

and the union is required to create a conducive working

atmosphere to obtain the mutual purpose, namely the

Company’s progress and employees’ welfare.Periodically, the

management and SKJM will communicate with the Bipartite

Cooperative Institution(Lembaga Kerja Sama/LKS) which

established through mutual decision between the Company’s

President Director and the Chairman of SKJM Central

Boardto jointly discuss and evaluate the agreement stated

in the Collective Labor Agreement (PKB), which served as

the guideline and direction of the cooperation in establishing

industrialrelations. Aside from that, the management and

SKJM jointly placed themselves as components of the

Company to disseminate every form of policy taken by

the Company towards the employees regarding the policy

itself. Up until the end of 2015, there have been 15 meetings

between the management and SKJM to discuss various

policy of the Company regarding human capital management

system and other policies. [G4-11] [G4-HR4]

The result of mutual agreement between the Company and

SKJM will be drafted as a PKB pocket book and distributed

to all employees. The management and SKJM then will

form a team and jointly disseminating the agreement to the

Branches. The dissemination was conducted on November-

December 2015 so as all employees will have mutual

knowledge and understanding. To establish aharmonious

relations with the Employees, particularly concerning the

Company’s manpower and policy issues, also to maintain

the communication with the Union, then the Bipartite

Cooperative Institutiont (LKSBipartit) was formed.

Employees turnover [G4-LA1]To maintain employee’s turnover level, the Company provides

equal opportunity for all employees in developing their

careers and competitive remuneration package in the form

of benefit and facilities received by the employees. So far,

employee’s turnover level at Jasa Marga is very low.

Employees turnover 2015-2016

Description 2015 2016

Number of Employees 4,591 4,447

Number of Resigned Employees 1 8

Percentage (%) 0.02% 0.18%









innoVation inenSuRinG oCCupational HealtH & SaFety


GRi G4 Core index



Company Profile




Aktivitas Petugas Layanan Jalan Tol









The Company ensured that the employees’ occupational

safety is guaranteed within the working environment of Jasa

Marga. Dissemination and decisive action are continuously

imposed in order to developemployees’ obedience towards

the regulations regarding K3.

Considering the nature and risk of the work faced by the

employees, particularly those assigned as field executives,

The Company continuously improved the implementation and

execution of K3. The efforts include provision of safety and

protection gear, also continuous training regarding K3.

[G4-LA7]

InnOVatIOn In K3 ManaGEMEnt

reward and Punishment

As a form of appreciation towards Regular Partner who

has maintained the environment in their region, Jasa

Marga’s Jagorawi Branch provided appreciation in the form

ofReward and Punishmentbased on quantitatively measured

performance. In assessing the performance of Regular

Partner, the Aspect of K3 program Monitoring Discipline

served as one of the assessment criteria. This showed the

concern of Management regarding K3 implementation within

the Company’s environment.

Specification of reflectiveWearpack for Environment

regular Partner’s Operational

The determination of reflective wearpack specification for

environment regular partner’s operational is conducted by

Jagorawi branch to increase the occupational safety and

health in the Company. From safety side, the reflective usage

has the purpose of increasing the caution of the road users

concerning the presence of environment regular officer.While

from health side, long sleeve is used to avoid long time direct

exposure of sunlight and dirt on the officers.

Safety Officer

There was a K3 training at the Head Office for 22

representatives of working units assigned as Safety Officer.

They are expected to be the agent on each working unit to

foster the K3 culture amongst the employees. The provided

training included the basic of K3 up to First Aid withBasic Life

Support and Splinting Training, also Fire Extinguisher Training

by using some of fire extinguisher media.

COMMItMEnt tOWarDS OCCUPatIOnaL SECUrItY,

SafEtY anD hEaLth

Manpower policy

In managing manpower, the Company referred on Law No. 13

regarding Manpower.

Consistently, the Company ensured the compliance towards

the prevailing regulation and minimized violation towards

human rights in labour relations.

The optimization of human resources management is applied

by the Company byseeking the following policies:

1. Implementing compliance towards labour law.

2. Promoting worker’s human rights.

3. Promoting gender and career path equality.

4. Providing hard competency and soft competency

improvement program.

5. Increasing usage ofInformationand Communication

Technology(ICT) applicationon HRadministration&service,

which has driven the employees to change their way of

working into something more efficient and productive.

Occupational health and Safety Policy

The Company has implemented the Occupational Health

and Safety management system for the employees by

formulating policies, target and governance structure of

K3 and its annual review. Jasa Marga’s commitment to

realize security and safety in the working environment is

being realized by the Company’s policy, regulated in the

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

30 September 2010 regarding Manual of Occupational

Safety and Health Management System (SMK3) also the

Company’s Occupational Safety and Health Guideline for

Constrution Project Company, also Director’s Bulletin No.20/

SE-DIR/2010 dated 03 August 2010 regarding Occupational

Safety and Health (K3). The Occupational Safety and Health

management system also stated and regulated in the

Collective Agreement (PKB). [G4-DMA] [G4-LA8]


GRi G4 Core index



Company Profile




The Occupational Safety and Health Management System is intended to protect the employees, customers, assets, working

partners and environment from the possibly occurring danger potentials. Since 2011, the management of K3 is being focused

to achieve the level of zero accident. The program is organized based on the employment law and K3 regulation of local Office

of Manpower, and it will be evaluated and assessed annually.

In accordance with Government Regulation No. 50 year 2012 regarding Implementation of the Occupational Safety and Health

Management System, the Company formed the Advisory Committee Organization of Occupational Safety and Health (P2K3),

which will monitor the implementation of K3 in the Company.

Organizational Structure of Company P2K3 Organizational Structure of Branch P2K3

ChairmanPresident Director

ChairmanGeneral Manager

Member1. all VPs

2. Branch heads3. Project Leaders4. Safety Officers

5. SKJM representatives

Member1. all Deputy General

Managers2. all Managers

3. Safety Officers4. SKJM representatives

Secretary VP of risk & Quality

Management Division

SekretaryGeneral K3 Expert

Occupational accidents rate [G4-LA6]In 2015 and 2016, statistic number of occupational accidents in Jasa Marga has improved from the previous year; there were

no occupational accidents that caused minor injury, major injury or death.

BranchMinor injury Major injury Death

2015 2016 2015 2016 2015 2016

Jagorawi 0 0 0 0 0 0

CTC 0 0 0 0 0 0

Semarang 0 0 0 0 0 0

Surabaya-Gempol 0 0 0 0 0 0

Belmera 0 0 0 0 0 0

Palikanci 0 0 0 0 0 0

Purbaleunyi 0 0 0 0 0 0

Jakarta-Tangerang 0 0 0 0 0 0

Jakarta-Cikampek 0 0 0 0 0 0

PT JLJ 0 0 0 0 0 0









Management of Outsourced Manpower

As a form of compliance towards Law Number 13 year

2004 regarding Manpower and Regulation of the Minister of

Manpower and Transmigration (Permenakertrans) Number

19 year 2012 regarding Procedure of Outsourcing and

to implement transaction services at Toll Gate, then in

2015, the Company established PT Jasa Layanan Operasi

(PT JLO) with 99% of share composition owned by Jasa

Marga; as a Subsidiary that focused on the transaction

services of toll collection at toll road segments of other

Branches and Subsidiaries as a form or operational function

implementation. In performing its core function, then the

management of operational employees who used to be the

employees of Temporary Employment Agreement (PKWT) at

PT Jalantol Lingkarluar Jakarta are currently under the status

of permanent employees in PT JLO.

Employee Satisfaction Survey

The Company’s employees regularly conducted the

employee satisfaction survey; hence the Company may

receive direct feedback from the employees. Through this

survey, each of Jasa Marga employees is expected to be

able toshare their views on various aspects that determined

the occupational satisfaction level, and they can also convey

their suggestions and input to the Management of Jasa

Marga regarding things that may increase the satisfaction

level and productivity of the employees of Jasa Marga.

In 2016, the result of Engagement Ratio Index (ERI) was 2.36.

It was increased compared to 2015 ( ERI score = 1.97).

Toll Collector of PT Jasa Layanan Operasi


GRi G4 Core index



Company Profile




human rights Protection

The openness and equality in HR recruitment. The Company

announced the new employee recruitment and selection

program, among others through the Company official

website, www.jasamarga.co.id, cooperating with nationally

distributed newspapers, SOE portals, Company’s official

twitter account, online media, poster and career development

program at renowned universities in Indonesia. The Company

upholds the principle of equality, where the applicants may

come from any ethnicity, region, religion, race and gender.

The Company provides equal opportunity for every employee

in career development and competitive remuneration

package in the form of benefits and facilities received by the

employees. There are both compensation and promotion for

competent employees without discrimination against gender

or SARA (ethnicity, religion, race and inter-group relations).

K3 field achievement

Based on the Decree by the Minister of Manpower of the

Republic of Indonesia No 144 year 2016 dated 16 May 2016,

Palikanci Branch was awarded with Zero Accident Award

for their achievement in implementing occupational safety

and health (K3) program that it achieved 906,859 personnel

working hours without occupational accident, starting from

03 January 2012 up to 31 January 2015

Based on the Decree by the Minister of Manpower of the

Republic of Indonesia No 144 year 2016 dated 16 May

2016, PT Jalan Tol Lingkar Luar Jakarta was awarded with

Zero Accident Award for their achievement in implementing

occupational safety and health (K3) program that it achieved

10,247,623 personnel working hours without occupational

accident, starting from 01 January 2011 up to 31 December

2015.

Certification on Occupational Safety and health field

As an effort in ensuring the K3 requirements are met by

the Company to ensure the K3 is working effectively, the

certification of OHSAS (Occupational Health & Safety

Assessment Series) 18001:2007; integrated with ISO 9001,

was conducted for every Branch, starting in 2010 and it got

renewed once every 3 years. The certification data can be

seen on Jasa Marga Profile chapter.









innoVation FoR CommunityDeVelopment


GRi G4 Core index



Company Profile




SOE Teaching Activity 2016.









Establishment of Toll Road is harmonious with the environment

As the Company’s commitment in implementing sustainability

principles, the Company will continue to develop and

improve the new program quality as part of innovation

in conducting sustanaible social and environmental

responsibility. Through this program, the Company tried to be

able to reach the wider community also continuously giving

real impact for the stakeholders.

Therefore, Jasa Marga has committed to continue improving

the quality of social and environmental responsibility (TJSL)

program. The Company believes that the improvement of

TJSL program will provide positive response for business

growth in the coming years. The Company invites every

person in Jasa Marga to realize a sustainable TJSL together.

Hence, the community development will be realized and

harmonious relations with the stakeholders can be achieved.

PUBLIC SOCIaL rESPOnSIBILItY COMMItMEnt

The Company’s contribution towards public as a part

of stakeholders is conducted through Corporate Social

Responsibility (CSR) Program, which managed by

Corporate Secretary Unit. One of the CSR programs is the

implementation of Environmental Development Program.

The budget source for Environmental Development (BL)

program is using the Budget Work Plan (RKA) of PKBL and

Company Budget Work Plan (RKAP) which being assigned

annually in accordance with PER-09/MBU/07/2015 dated 3

July 2015 regarding Partnership Program and Environmental

Development Program of State Owned Enterprises (SOE).

The Fund Source of Partnership Program and BL Program

derived from the allowance of net income after tax assigned

in RUPS (General Meeting of Shareholders) with maximum of

4% from the profit after the previous financial year tax. The

Partnership and Environmental Development Program (PKBL)

which managed by Community Development Program unit is

regulated in:

1. PER-09/MBU/07/2015 dated 3 July 2015 regarding

Partnership Program and Environmental Development

Program of State Owned Enterprises (SOE)

2. KPTS 166/ KPTS /2015 dated 05 October 2015 regarding

Partnership Program with Small enterprises and

Environmental Development Program


GRi G4 Core index



Company Profile




COMMUnItY ECOnOMIC EMPOWErMEnt

Community economic empowerment is conducted through

the organization of Partnership Program, which served as

part of Partnership and Environmental Development Program

(PKBL) of PT Jasa Marga (Persero) Tbk. PKBL organization

unit is formed based on the Decree of Directors No. 010/

KPTS/1997, dated 3 February 1997 regarding PKBL Unit

as a form of compliance towards Decree of the Minister of

Finance of the Republic of Indonesia No. 316/KMK/1994,

later renewed by the Regulation of the State Minister of

SOE Number 05/MBU/2007 dated 27 April 2007 regarding

Partnership Program of SOEs with Small enterprises and

Environmental Development Program (PKBL) which has been

amended by the Regulation of the State Minister of SOEs

No.: PER-09/ MBU/07/2015 dated 3 July 2015 regarding

Partnership Program and Environmental Development

Program of State Owned Enterprises, later renewed by the

Regulation of the State Minister of SOE Number : PER-

03/ MBU/12/2016 dated 16 December 2016 regarding

Amendment on the Regulation of the Minister Peraturan of

SOEs Number PER-09/MBU/07/2015 regarding Partnership

Program and Environmental Development Program of State

Owned Enterprises.

[G4-DMA]

The target of PKBL Unit activities are small enterprises, in

this case individuals or enterprises and cooperations with net

worth of maximum Rp 500,000,000.00 (five hundred million

rupiah) excluding lands or buildings utilized for business

activities, or having annual proceeds of maximum Rp

2,500,000,000.00 (two billion and five hundred million rupiah).

(PKBL) provides revolving working capital loan for small and

medium enterprises, also assisting in business development

to create resilient and independent enterprises. The business

development effort is conducted through:

a. Reliefs for education, training, apprenticeship,marketing,

promotion, and other forms of relief related with the

effort on improving the capacity of Partnership Program’s

Development Partner.

b. Relief funds as referred on item a, is taken from BL

Program fund allocation, maximum of 20% (twenty

percent) calculated from Partnership Program fund,

distributed on the financial year.

The policy of Community Development Unit in the Company’s

environment is implemented through the office network,

consisted of Head Office and 9 (Nine) branch offices with the

division of development areas and number of development

partners, per 31 December 2015 and per 31 December 2016,

were as follows:

accumulation of Development Partners and Development area of 2015 and 2016 [G4-SO1]

Head/BrachOffice Development31 Dec 2015

31 Dec 2016

Head Office Outside the operational area of branch office 9,149 9,149

Jagorawi East Jakarta, Bogor, Sukabumi 1,053 1,188

Jakarta-Cikampek Bekasi, Cikarang, Karawang, Cikampek, Purwakarta

1,413 1,502

Jakarta-Tangerang West Jakarta, Banten 1,115 1,225

Cawang-Tomang-Cengkareng

South Jakarta, North Jakarta, East Jakarta, Central Jakarta 1,174

1,293

Purbaleunyi Bandung, Sumedang, Ciamis, Tasikmalaya, Garut, Cianjur, Cimahi 1,349

1,484

Surabaya-Gempol East Java 2,312 2,458

Semarang Central Java 2,381 2,452

Belmera North Sumatera 1,577 1,681

Palikanci Cirebon, Majalengka, Kuningan, Indramayu 1,305 1,418

Number of Development Partner

22,828 23,850









DEVELOPMEnt PartnErS

For the implementation of 2016 Partnership Program (PK), Community Development Program has distributed the fund in

amount of Rp 17,427,000,000.- , the fund was absorbed by 672 Development Partners (MB) who spread across the Branch

regions of Jasa Marga. The business engaged by the developmet partners are varied, starting from Industrial, Services,

Trading, Fisheries, Plantation, Agricultural and Livestock sectors.

Besides of the loan distribution, Community Development also has monitored the development partners and collected the

obligation of MB, to be revolved back to the community in needs. To support the distribution of partnershipprogram above,

Community Development also provided support through supervision on packaging design & online marketing for the partners.

To help advancing the partners, besides of distributing revolving fund, Community Development also helped to promote the

development partners through exhibitions and producing stickers and packagings to develop MB’s businesses.

Distribution of Partnership Program in 2015 and 2016

no Branch2015 2016

rp MB rp MB

1 Jagorawi 1,575,000,000 60 2,075,000,000 90

2 Cikampek 1,415,000,000 52 2,000,000,000 63

3 Tangerang 1,500,000,000 33 1,570,000,000 70

4 CTC 1,560,000,000 57 1,977,000,000 74

5 Palikanci 1,500,000,000 52 2,000,000,000 70

6 Purbaleunyi 2,360,000,000 61 2,115,000,000 85

7 Semarang 1,500,000,000 41 1,660,000,000 52

8 Surabaya 2,000,000,000 48 2,030,000,000 93

9 Belmera 1,630,000,000 47 2,000,000,000 75

Total 15,040,000,000 451 17,427,000,000 672

Jasa Marga’s Aceh earthquake relief effort.


GRi G4 Core index



Company Profile




COMMUnItY LIfE QUaLItY IMPrOVEMEnt

Is the activity of empowerment and aid provision, among

others the establishment of public facilities and infrastructure

in the operational regions of PT. Jasa Marga (Persero) Tbk.

The Environmental Development Program is used for the

purpose of providing benefit for the community around the

operational regions of the Company. [G4-DMA]

In accordance with the Regulation of the Minister of the State

Owned Enterprises (SOE) Number: PER-09/MBU/07/2015

dated 3 July 2015, the fund of BL Program is distributed in

the following forms: [G4-EC7][G4-EC8]

1. Natural Disaster Relief.

2. Educational and/or training aid.

3. Health improvement aid.

4. Development aid.

5. House of worship aid.

6. Nature conservation aid.

7. Public social services for poverty alleviation

8. Reliefs for education, training, apprenticeship,marketing,

promotion, and other forms of relief related with the

effort on improving the capacity of Partnership Program’s

Development Partner ( Mitra Binaan Program Kemitraan)

Some of the Environmental Development programs that have

been conducted by the Company during 2016 are as follows:

1. natural disaster relief

The amount of provided aid was Rp 449,328,660 which

consisted of: staples provision for the victims of Mount

Sinabung Eruption; material aid, staples aid, tarpaulins,

sarongs and medicines for flood disaster in South

Bandung; staples aid, material aid and medicines in the

Regencies of Kebumen & Purworejo; staples aid, material

aid and medicines in Pidie, Aceh.

2. Educationaland/ortrainingaid

The amount of provided aid was Rp 3,343,894,630 with

the following activities: Simultaneous On the Toll Road

fieldtrip at every branch for 4th and 5th grade students,

on which was educating them on the Company’s

operational activities and the traffic signs around the toll

road. Each branch delegated 100 students; they also got

learning tools aid, namely school backpacks filled with

5 notebooks with traffic signs on the cover. Meanwhile,

the Company also distributed footballs, volleyballs, futsal

balls and First Aid Kits to each school participated in

the said fieldtrip. This activity was organized in regards

of Jasa Marga’s 38th Anniversary, with the total of 900

students being involved.

In regards of the 71st Indonesian Independence Anniversary,

the Company was involved in the SOE activity of teaching

in 9 branches and 17 subsidiaries, complemented by

the distribution of learning tools aid for the involved

High Schools/Vocational Schools with the total of

5,228 students being involved. Besides of the activities

above, the Company also provided support in the form

of classroom tables & chairs, closets, laptops, infocus

projectors and printers for many elementary schools in

Bekasi and Cirebon

Meanwhile, other provisions of Learning Tools Aid were

conducted at Pasar Melintang Village, Lubuk Pakam

Subdistrict with provision of balls for the school; Support

of Polygon bicycle of Cinta Remaja Foundation in East

Jakarta; Support of classroom tables & chairs & closet

for the students of Public Elementary School (PS);

Establishment of sports field and renovation of restroom

roof of PS SDN Muara Beres; establishment of the

Kindergarten building at Klepu, Semarang Regency;

fencing for SD (Elementary School) 01 Klepu , Semarang

Regency and 71st Indonesian Independence Annivaersary

notebook procurement in North Sulawesi; book printing

for Cordoba Foundation, and book procurement for PS

190/VII Pematang Kolim III and PS 123/VII Bukit Village,

Jambi Province.









3. health improvement aid

In regards of Jasa Marga’s 38th Anniversary, 9 Branches

and 5 Subsidiaries (PT JLJ, PT MSJ, PT TMJ, PT MLJ dan

PT MNA) simultaneously organized free health treatment

with total of 7,000 patients. The Company also organized

mass circumcisiion for the communities around the toll

road. The amount of aid for the health improvement

activitiy was Rp 807,663,025

4. Development aid.

The amount of provided aid was Rp 5,785,001,944

which consisted of Material Aid for Drainage System

Improvement in Palembang, asphalt paving for the street

of Madrassa RT (Neighbourhood) 01, Rw (Community

Association) 10 in East Kalibata, South Jakarta, renovation

of Traffic Ploice Post for Cikampek Toll Access (off ramp

Halim, installment of concrete blocks in Administrative

Village of Cakung, support of trash cart (motorcycle

and manual) in East Jakarta and Bogor, Renovation

of Perimeter Wall, Asphalt paving for the street of

Cipambuan Village, Babakan Subdistrict, Madang

regency, establishment of embankment for football field

of Klepu Village, Semarang Regency, establishment

of village hall of East Wonokoyo Hamlet, Pasuruan

Subdistrict, establishment of water tower at ‘blind

kampong’ in Karanganyar, and establishment of Public

Bathing-Washing-Toilet facility (MCK) at 468 stalls at North

Minahasa Regency, South Minahasa Regency,Southeast

Minahasa Regency, Minahasa Regency, Tomohon City

and Sangihe Regency, also establishment of Daycare

(TPA) at Bersehati Market of Manado City, North Sulawesi

Province.

5. house of worship aid.

In regards of Jasa Marga’s 38th Anniversary, there was

simultaneous act of Musholla Bersih (Clean Prayer Rooms)

which located on the side/along the toll roads, which

came in the form of Musholla painting and distribution

of mukena (prayer hijab set) with the total of 45 aided

Musholla. Besides of Jasa Marga Anniversary activities,

the Company also provided material support for

establishment of Mosque and provision for the worship

in the form of carpets etc. in Rembang City, Suruh City,

Salatiga Regency. The amount of aid given was Rp

1,887,384,680

6. nature conservation aid.

The amount of provided aid was Rp 830,116,500 with the

following activities:

• Facility provision for Jasmapala (Jasa Marga

environmental activists) group, in the form of 2 units of

inflatable boat as anticipation for flood disaster relief;

• The activity of simultaneous clean river program at

9 Branches on 122 rivers, namely Ciliwung River

(Katulampa Dam), Cipinang River, km 62 of Citarum

River, Cisadane River, Pesanggrahan River, Cimoncang

River, Cinambu River, Cimahi River, Kelampisan River,

East Flood Canal, Besar Gunung Sari River and Deli

River, also planting Breadfruit and Mango trees.

• The planting of 11,400 trees to celebrate Jasa

Marga’s 38th Anniversary were celebrated not

only at the aforementioned riverbanks, but also at

Cisadane riverbank; collaborating with Banksasuci

NGO and planting fruit trees at Rest Area 88, among

others: mango, starfruit, water apple, otaheite apple,

cottonfruit, java plum, etc. and Pinetree planting at the

slope of Welirang Mountain, Tretes City; trees purchase

support in Banjarmasin namely water apple, rambutan,

Pontianak orange, mango & longan; also planting at

North Penunggangan Administrative Village, Pinang

Subdistrict,Tangerang City, namely mango, rambutan,

breadfruit & water apple.


GRi G4 Core index



Company Profile




Nature conservation activity at Jakarta-Cikampek toll road

7. Public social services for poverty alleviation.

The public social services in the form of provision of

Californian papaya seeds & mango trees for farmer group

of Kuwu Village, Mundu Subdistrict, Cirebon Regency;

demolition of uninhabitable houses in Wawuhan village,

Kedungbanteng Subdistrict, Banyumas Regency;

construction of stands, tents for street vendors in

Surabaya, and in regards of Safari Ramadhan (Ramadan

Gathering Trips) there was Ramadan Bazaar that came

as staples package consisted of: 10 kg of rice, 2 kg of

sugar and 2 litres of cooking oil for low income citizens

in Lebak Regency of Banten province, Ngawi & Madiun

Regencies, also Badung Regency of Bali Province. The

proceeds of the staples package sales will be redistributed

for house of worship aid purchase for the environment

where the Bazaar was held, and in regards of the 70th &

71st Indonesian Independence Anniversary, the Company

provided aid for the Veterans in the form of house

renovations in South Sumatra Province by 28 veteran

houses, and in North Sulawesi province by 25 veteran

houses. The amount of aid given was Rp 3,429,966,934.-

8. Public social services for training, promotion and

exhibition.

The amount of aid given was Rp 661,173,091 which

consisted of 2016 Adiwasta Nusantara Exhibition, Inacraft

Expo, JCC, supervision on packaging design & online

marketing for development partners, 2016 JITT Expo,

Ramadhan Expo 2016 and 2016 West Java Fashion &

Craft Expo.









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Corporate SecretaryPt JaSa MarGa (PErSErO) tBK.Plaza Tol Taman Mini Indonesia IndahJakarta 13550 IndonesiaTel : 62-21 841 3630, 841 3526, Fax : 62-21 841 3540Email : [email protected], [email protected]: www.jasamarga.com


GRi G4 Core index



Company Profile












Pt Jasa Marga (Persero) tbk.

Plaza Tol Taman Mini Indonesia Indah

Jakarta 13550 Indonesia

Tel : 62-21 841 3630, 841 3526

Fax : 62-21 841 3540

Email : [email protected],

[email protected]

Website : www.jasamarga.com

2016SuStainabilityRepoRt

Documents

SuStainable inFRaStRuktuR GRoWtH JASA... · Company year-to-date comprehensive profit reached Rp1.68 trillion, when compared with 2015 achievement, the year-to-date comprehensive